Abstract
This study examines leadership issues in the context of ERP implementation projects. It discusses how leadership issues are present in success factor models, and, considering the factors describing leadership from a selected model, investigates how ERP leadership occurred in business practice. On the basis of research conducted among enterprises introducing ERP into their organisations and experts dealing with ERP projects from the system supplier perspective, this paper studies the practitioners’ opinions about the importance of “leadership” factors and examines the influence of these factors on implementation success. The analysis considers three different perspectives: enterprise size, implementation scope and implementation duration. The results demonstrate the greater role of leadership for projects conducted in large enterprises, for partial-scope implementations, and, to a certain extent, for long-lasting projects. The research outcome also reveals some differences in comprehension of leadership between experts representing the system supplier and employees of the company implementing ERP system.
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