Understanding how project critical success factors affect organizational benefits from enterprise systems

Purpose - The purpose of this paper is to present and test a model that seeks to answer Robey et al.'s challenge that "ERP's critical success factors offer few insights beyond conventional wisdom." The model proposes that many so-called critical success factors (CSFs) affect orga...

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Bibliographic Details
Published in:Business process management journal 2009-09, Vol.15 (5), p.716-743
Main Authors: Zhong Liu, Ann, Seddon, Peter B
Format: Article
Language:English
Subjects:
Business process management
Change management
Conferences
Content analysis
Critical success factors
Design engineering
Enterprise resource planning
Inertia
Management of change
Mathematical models
Methodology
Organizational change
Organizations
Project management
Sapphire
Studies
Success factors
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Summary:Purpose - The purpose of this paper is to present and test a model that seeks to answer Robey et al.'s challenge that "ERP's critical success factors offer few insights beyond conventional wisdom." The model proposes that many so-called critical success factors (CSFs) affect organizational benefits from enterprise systems use (OBESU) through their impact on three outcomes of an enterprise systems (ES) implementation process, namely functional fit, overcoming organizational inertia, and delivering a working system.Design methodology approach - The model is tested using content analysis of 133 customer presentations at SAP's April 2007 Sapphire USA Conference.Findings - The benefit-driver approach appears to provide at least one good answer to Robey et al.'s challenge.Research limitations implications - It seems likely that the model is valid for most large Western organizations implementing ES.Practical implications - The model provides new insights into how and why the CSFs affect benefits from ES.Originality value - No prior study to the best of one's knowledge has sought to explain in such depth how ES project CSFs affect OBESU.
ISSN:1463-7154
1758-4116
DOI:10.1108/14637150910987928