y early 2000 the ERP revolution 1 generated over $20 billion in revenues annually for suppliers and an additional $20 billion for consulting firms. However, for many organizations ERP represents the return of the old IT catch-22 with a vengeance: competitively and technically it's a must-do, but economically there is conflicting evidence, suggesting it is difficult to justify the associated costs, and difficult to implement to achieve a lasting business advantage.
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Willcocks et al. (2000) studied this question.
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