ERP implementation efforts at three firms - Integrating lessons from the SISP and IT-enabled change literature

Purpose-To compare actual company ERP implementation practices with the prescriptions found in the strategic information systems planning (SISP) and IT-enabled change management literature. Design/methodology/approach-The case study method is used to study ERP specification, selection, and implementation efforts at three companies. The main sources of data were structured face-to-face interviews with key personnel, and supporting internal documents provided by the study companies. Findings-All three companies did an adequate job linking the ERP decision to higher-level IS and supply chain strategies, although mid-level managers dominated the strategic debate. However, two of the companies fell far short in the specification and selection processes, particularly with regard to achieving broad participation and managing stakeholder commitment. As such, these two companies missed an opportunity to think independently about their long-term information requirements and capabilities, proactively manage the debate with the vendors, and obtain early buy-in from key users. Research limitations/implications-The case study method limits the sample size, but allows more depth than would be possible using survey instruments or secondary sources. In time, follow-up research will examine the ultimate success of the companies' efforts. Practical implications-An important insight is the importance of involving key users in the specification and selection process, especially when the new system promised radical change to current work methods. Originality/value-This research provides a concise comparison of the ERP efforts across three companies, and pulls together the OM-based ERP research, SISP, and IT-enabled change literatures. It is suitable for practitioners and students, as well as researchers.