Abstract
ABSTRACT Many companies customize commercial enterprise resource planning (ERP) packages to meet their specific needs by collaborating with the ERP vendors. Nevertheless, research into the relationships among conflict management (CM), transformational leadership, and the performance of ERP customization projects are limited. This study addressed this issue through an in-depth case study. The results indicate the importance of mapping between CM approaches and transformational leadership behaviors in terms of enhancing project performance. Research implication are discussed subsequently.
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