Abstract
This qualitative exploratory case study explores strategies and mitigating actions for successful Enterprise Resource Planning (ERP) implementations. The research was conducted in a Canadian case organization in the oil and gas industry, using a semi-structured interview guide with a total of twenty interviews that includes members from four project role groups of senior leaders, project managers, project team members, and business users. For triangulation purposes, the study used interview responses and also ERP project documentation collected for the purpose. The research highlighted several strategies and mitigating actions that can be put in use by organizations. The key themes that emerged as effective strategies include having the right people for support and guidance from experts, change management, clear communications, hands-on training, lots of testing, and risk management. The study also provided evidence that adopting strategies can help overcome critical challenges during ERP implementations.
Highlights
It is commonly acknowledged that information technology is capable of fundamentally changing the way business works; many organizations in particular have used the advanced information technology solution of Enterprise Resource and Planning (ERP) systems to improve their competitiveness (Davenport, 1998; Erkan & Rouyendegh, 2011)
Six key themes on strategies and four themes on mitigating actions were unpacked from interview responses based on high frequency counts
The literature espouses many strategies that can be adopted during Enterprise Resource Planning (ERP) implementation, yet these strategies are not fully recognized by organizations
Summary
It is commonly acknowledged that information technology is capable of fundamentally changing the way business works; many organizations in particular have used the advanced information technology solution of Enterprise Resource and Planning (ERP) systems to improve their competitiveness (Davenport, 1998; Erkan & Rouyendegh, 2011). There is a lack of understanding on addressing critical challenges during implementation, which can lead to large cost overruns, cancellations, and project failures (Momoh et al, 2010; Stanciu & Tinca, 2013). This qualitative, exploratory single-case study in the Canadian energy industry, is an examination of the strategies and mitigating actions that organizations can adopt during ERP implementation. The empirical study from Somers and Nelson (2001) highlighted critical issues affecting the ERP implementation process and the need to effectively address them.
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