Strategic success factors in enterprise resource-planning design and implementation: a case-study approach

Abstract

Enterprise Resource Planning (ERP) has gained popularity among many organizations that seek to increase the efficiency and productivity as well as to streamline their operations. ERP systems are a well-known concept. The available holistic literature and theory in ERP are, however, scarce. This paper surveys current ERP literature and identifies the present state of theory in ERP by formulating propositions for four ERP strategic factors (Cost of ERP Implementation, Implementation Time and Return On Investment (ROI) Issues, ERP Employee Training, and Effective Use of ERP Features/Applications). The approach used in this research is grounded theory development. The propositions for ERP strategic factors are in turn delineated and evaluated in terms of specific subfactors associated with each factor. This is accomplished by the use of interview protocol and within the context of an in-depth analysis of two companies in different industries that have used ERP systems. The analysis of these case studies results in 15 revised propositions for ERP strategic factors and insights regarding the ERP practices. Based on these strategic factors, strategic subfactors, ERP revised propositions, and insights gained, a set of conclusions, managerial implications, and future research directions is presented.