Abstract
The organization factors integral to the successful implementation of ERP systems are identified in this paper, and the organization factors under scrutiny include: Change Management, Business Process Management, and Top Management Support. Survey questionnaires were circulated to ERP users in companies in Jordan, which led to the collection and analysis of 314 responses in total. The results evidence significant relationship between change Management and top management support with ERP implementation success. However, the outcomes did not support the relationship between Business Process Management and ERP implementation success. This study could assist ERP vendors and consultants in developing countries in preparing certain strategies for dealing with the oddity between their ERP products and ERP adopting organizations. Also, both ERP adopting organizations and managers could attain awareness regarding the intricacies that are inherent in ERP installations in order to prevent obstacles while increasing the possibility of attaining the looked-for results.
Highlights
For the majority of enterprise resource planning (ERP) adopters, systems of ERP would improve operations with regard to speed and value which decreases uneconomical costs
Some studies (e.g., Dezdar & Ainin, 2010; Dezdar & Sulaiman, 2009) stressed the importance of finding out the factors that contribute to successful implementation of ERP systems
This research attempts to find out the strategic critical success factors (CSFs) for the successful ERP systems implementation in the context of Jordan, through a large scale survey
Summary
For the majority of enterprise resource planning (ERP) adopters, systems of ERP would improve operations with regard to speed and value which decreases uneconomical costs. Systems of ERP integrate functions, divide businesses pertaining to information exchange and flow, and integrate diverse business functions such as accounting, operations, finance, sales, human resources, customer information, marketing, and supply chain as well. Some studies (e.g., Dezdar & Ainin, 2010; Dezdar & Sulaiman, 2009) stressed the importance of finding out the factors that contribute to successful implementation of ERP systems. A gap in the literature has been identified by Finney and Corbett (2008) in the sense that the strategic factors in the successful management of an ERP implementation project have to be identified. This research attempts to find out the strategic CSFs for the successful ERP systems implementation in the context of Jordan, through a large scale survey
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