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When implementing an enterprise resource planning (ERP) system, top management commonly faces an unwanted attitude from potential users – for one reason or another, they resist the implementation process. Top management should, therefore, proactively deal with this problem instead of reactively confronting it. In this paper, I describe an integrated, process‐oriented approach for facing the complex social problem of workers’ resistance to ERP.
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Adel M. Aladwani (2001) studied this question.
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