Evaluating enterprise resource planning (ERP) systems using an interpretive approach

Abstract

Enterprise Resource Planning (ERP) systems may be defined as the implementation of standard software modules for core business processes, usually combined with customization for competitive differentiation. The aim is to provide breadth of integration and depth of functionality across multi‐functional and often multi‐national organizations. However, current research has shown that there has been a notable decrease in the satisfaction levels of ERP implementations over the period 1998–2000. The environment in which such software is selected, implemented andused may be viewed as a social activity system, which consists of a variety ofstakeholders e.g.users, developers, managers, suppliers and consultants. In such a context, an interpretive research approach is appropriate in order to understand the influences at work. This paper reports on an interpretive study that attempts to understand the reasons for this apparent lack ofsuccess by analyzing issues raised by representatives of key stakeholder groups. Conclusions are drawn on a wide range of organizational, management, cultural and political issues that provide guidance in managing such large‐scale, complex business projects. These conclusions have led theauthors to review the area of critical success factors (CSFs) for IS projects and to identify those peculiar to ERP projects. Copyright © 2002 John Wiley & Sons, Ltd.