Successful implementation of ERP projects: Evidence from two case studies

Jaideep Motwani, Dinesh Mirchandani, Manu Madan, A. Gunasekaran

Research output: Contribution to journalArticlepeer-review

254 Scopus citations

Abstract

This research examines what factors facilitate or inhibit the success of ERP projects and what actions can be taken to bring troubled ERP projects under control. It uses a case study methodology grounded in business process change theory to compare a successful ERP implementation with an unsuccessful one. Data was collected by conducting interviews at various levels of the subject organizations and by examining their archived records when available. The study proposes that a cautious, evolutionary, bureaucratic implementation process backed with careful change management, network relationships, and cultural readiness can lead to a successful ERP project implementation as opposed to a revolutionary project scope mandated autocratically by top management without organizational readiness and proper change management. Some actions are also recommended that can help bring troubled ERP projects under control.

Original languageEnglish (US)
Pages (from-to)83-96
Number of pages14
JournalInternational Journal of Production Economics
Volume75
Issue number1-2
DOIs
StatePublished - Oct 1 2002

All Science Journal Classification (ASJC) codes

  • Business, Management and Accounting(all)
  • Economics and Econometrics
  • Management Science and Operations Research
  • Industrial and Manufacturing Engineering

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