Given the significant impact of implementing enterprise resources planning (ERP), managerial adaptation of ERP offers a useful method of further maximizing the benefits of this system. This study employs a technology adaptation perspective and case research methodology to examine three dimensions of alignment between organization and ERP system. Four medium size electronic component manufacturers are selected, which are typical of domestic companies that could afford and implement ERP. From the findings of the case study, this research attempts to build a theoretical model of prescribing management strategies for implementing ERP. The findings indicated that the requirement for successful alignment between the system and organization falls into two categories. The alignment issues in the two categories help explain the working of process integration in the organization and also how to reduce the alignment gap. To summarize, this study proposes an adaptation framework containing a set of propositions and hypotheses to delineate the relevant research issues.
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