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Though the application of enterprise resource planning (ERP) systems has become widespread, many organizational experiences have shown that resulting outcomes fall short of expectations. Best-practice experiences, however, have proven that effective application is centered on an integrative approach that seeks to achieve a balance between certain key organizational elements. This article presents a novel process change management-oriented model that considers the key areas in ERP implementation, including strategy, business processes, structure, culture, information technology, and managerial systems. The model is grounded by empirical-based evidence drawn from a survey of various organizational practices with ERP implementation. 1.
Majed Al‐Mashari (Fri,) studied this question.