Evaluating The Antecedents And Consequences of ERP Implementation

Abstract

Despite the obvious advantages that can be derived from implementing ERP (enterprise resource planning) systems, many organizations fail to realize the ERP-related benefits.  ERP-related successes or failures need to be analyzed from an organizational standpoint since ERP is essentially an organizational construct.  In this paper, we have attempted to explore relationships between constructs that have been linked theoretically and anecdotally.  The motivation, use of, and outcomes of EPR takes place at various levels and stages.  For this study motivators for ERP, their business or organizational impact, impact at the individual or group level, ROI (and related issues) and facilitators and inhibitors associated with ERP are included.  These constructs have subjected to pair-wise analysis.  In doing so it has gone beyond the typical approach used to define and measure ERP implementation success that has been the critical success factors approach.  The results indicate support for a model for ERP success that is based on four perspectives i.e. organizational, technological, strategic and tactical.  The implications of our results in terms of theory and managerial utility have been discussed.