How to minimize risks involved in enterprise systems (ES) implementation while maximizing benefits has become a challenge for top management. This article proposes a conceptual model exploring impacts of top management on ES implementation effectiveness. Taking a perspective of innovation implementation, this paper addresses two research questions: what influences does top management exercise on the ES implementation? Second, what does top management contribute to a successful ES implementation under different implementation modes? Based on Klein and Sorra’s model, this paper develops a research model and identifies three top management influences. The paper concludes with potential contributions to IS researchers and business practitioners.
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