Factors affecting ERP system adoption: A comparative analysis between SMEs and large companies
Abstract
Purpose Proposes providing an insight about enterprise resource planning (ERP) adoption, highlighting contact points and significant differences between the way small to medium‐sized enterprises (SMEs) and large companies approach such a task. Design/methodology/approach The research is based on a wide literature review, focused on the identification of a taxonomy of business and organizational factors influencing ERP adoption. The deriving research model was incorporated in a questionnaire that was preliminarily tested and finally provided to a sample of 366 companies of any size. Responses were collected through personal interviews made by a dedicated team to a top manager. Findings The analysis of the empirical data shows that business complexity, as a composed factor, is a weak predictor of ERP adoption, whereas just company size turns out to be a very good one. In other words, companies seem to be disregarding ERP systems as an answer to their business complexity. Unexpectedly, SMEs disregard financial constraints as the main cause for ERP system non‐adoption, suggesting structural and organizational reasons as major ones. This pattern is partially different from what was observed in large organizations where the first reason for not adopting an ERP system is organizational. Moreover, the decision process regarding the adoption of ERP systems within SMEs is still more affected by exogenous reasons or “opportunity of the moment” than business‐related factors, contrary to…
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The successful implementation of ERP systems is significantly influenced by factors beyond the technology itself, especially user training and management support.
“The successful implementation of ERP systems is significantly influenced by factors beyond the technology itself, especially user training and management support.”
Top management support is critical to improving user satisfaction.
“Research shows that top management support and comprehensive user training are critical to improving user satisfaction, which is a key indicator of ERP success [10], [11].”
When management is actively involved in the implementation process, provides necessary resources, and fosters a supportive environment, users are more likely to embrace the system and be satisfied with its use.
“When management is actively involved in the implementation process, provides necessary resources, and fosters a supportive environment, users are more likely to embrace the system and be satisfied with its use [10], [17], [24] -[26].”
Comprehensive user training is critical to improving user satisfaction.
“Research shows that top management support and comprehensive user training are critical to improving user satisfaction, which is a key indicator of ERP success [10], [11].”
Top management's involvement is essential for providing necessary resources and ensuring alignment with organizational goals.
“Research consistently highlights that top management's involvement is essential for providing necessary resources and ensuring alignment with organizational goals.”
Management support is a critical factor influencing the success of ERP system implementation.
“Management support is indeed a critical factor influencing the success of ERP system implementation.”
User satisfaction is a key indicator of ERP success.
“Research shows that top management support and comprehensive user training are critical to improving user satisfaction, which is a key indicator of ERP success [10], [11].”
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- Authors
- Buonanno, G., Faverio, P., Pigni, F., Ravarini, A., Sciuto, D., & Tagliavini, M.
- Affiliations
- University Carlo Cattaneo (IT)
- Venue
- Journal of Enterprise Information Management
- Publisher
- Emerald
- Published
- 2005-08-01
- Volume
- 18
- Issue
- 4
- Pages
- 384-426
- ISSN
- 1741-0398 (ISSN-L)
- OpenAlex
- W1509316523
- Cited by
- 449
- References
- 66
- Citations by year
- 2026: 8 · 2025: 8 · 2024: 10 · 2023: 9 · 2022: 16 · 2021: 9 · 2020: 18 · 2019: 18 · 2018: 23 · 2017: 22 · 2016: 23 · 2015: 29 · 2014: 38 · 2013: 40 · 2012: 41
- FWCI
- 26.15
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Enterprise Information Management (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Management Information Systems › ERP Systems Implementation and Impact
- Social Sciences › Decision Sciences › Information Systems and Management › Technology Adoption and User Behaviour
- Social Sciences › Business, Management and Accounting › Strategy and Management › Corporate Governance and Management
- Keywords
- enterprise resource planning, ERP adoption, small and medium-sized enterprises, large corporations, business complexity, organizational change, firm size, financial constraints, process integration, data redundancy, information systems adoption
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