Document Type

Article

Publication Date

9-2005

Source Publication

International Journal of Operations & Production Management

Source ISSN

0144-3577

Abstract

Purpose The delivered wisdom to date has enterprise system purchase and implementation as one of the most hazardous projects any organization can undertake. The aim was to reduce this risk by both theoretically and empirically finding those key predictors of a successful enterprise system deployment.

Design/methodology/approach A representative sample of 60 firms drawn from the Fortune 1000 that had recently (1999-2000) adopted enterprise resource planning (ERP) systems was used to test a model of adoption performance with significant results.

Findings Leadership (social learning theory), business process re-engineering (change the company not the technology) and acquisition strategy (buy, do not make) were found to be significant predictors of adoption performance (final model R 2=43 percent, F=5.5, pp

Originality/value The “four factor” model we validate is a robust predictor of ERP adoption success and can be used by any organization to audit plans and progress for this undertaking.

Comments

Accepted version. International Journal of Operations & Production Management, Volume 25, Issue 10, pp 953 - 972 (2005). DOI.This article is © Emerald Group Publishing and permission has been granted for this version to appear in e-Publications@Marquette. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited