Abstract
ERP systems could be considered as the most difficult systems to be assimilated. Very little research, however, has been realised to investigate the determinants of success of the ERP assimilation process. There has been also a dearth in research about ERP projects in general and ERP post-implementation and assimilation in particular in developing countries. Using a case study methodology grounded in the diffusion of innovation theory, this study tries to understand the factors that could improve or challenge the ERP systems assimilation process in three Tunisian companies. Our findings highlighted the importance of several factors such as top management support, strategic alignment, IT expertise, training, communication, organizational culture, and coercive pressures.
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