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Despite the wide recognition of enterprise resource planning’s (ERP’s) multiple uses, little research has examined the internal forces that influence success after ERP implementation in the service industry. This study aims to identify the factors influencing post-implementation ERP capabilities (PERPC) and improving post-implementation sustainability and user satisfaction (PERPSUS). Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) are used for this, with advance managed outsourced solutions (AMOS) and an entanglement view of all firm ERP users.

A theoretical model is created to explain internal organizational factors impacting post-implementation ERP sustainability and user satisfaction. Data were collected from 152 executive ERP users in two organizations in the UAE. Two CFA models were created.

The results show that adoption by internal organizational forces leads to more sustainable post-implementation ERP. A 69 per cent variance in user satisfaction and post-implementation ERP sustainability was found through a PERPC model and its dimensions, which are significantly highly correlated.

ERP professionals and stakeholders believe that identification of ERP capabilities (ERPCs) and user satisfaction must be multi-dimensional.

CIOs and ERP professionals could use these results to increase the success of ERP in the service industry, and they can support the inclusion of post-implementation ERP practices.

Using AMOS, this paper explores the role of ERPCs in system sustainability and user satisfaction in the service sector, utilizing stakeholder perspectives and an entanglement view of ERP users in the service industry.

Despite the importance of post-implementation activities to support the success of an enterprise resource planning (ERP) system, there has been a lack of research into the factors that influences post-implementation success. Accordingly, this paper aims to present a case study on a public service organization operating in an emerging market economy, namely, the United Arab Emirates in the ERP post-implementation phase to understand the internal forces within the organization that influences ERP system success.

A qualitative method using focus group discussions (FGDs) was conducted based upon IT data from the firm and interviews with IT staff, business users and executive management to identify system users’ perceptions in post ERP.

The authors posit that the internal organizational forces of ongoing support, system user interactions and stakeholder views significantly affect post-implementation capabilities and user satisfaction.

IT professionals and stakeholders believe that identification of the factors determining post-implementation ERP capabilities and user satisfaction should not be limited to specific practices.

This study provides insights that can assist CIOs and ERP professionals in the service industry to examine the extent of obstructions to post-implementation capabilities that will impact system user satisfaction.

Use of FGDs to explore the impact of ERP capabilities upon system user satisfaction in the service sector. The study is one of the first that utilizes Technological frames of reference (TFR) theory in studying ERP post-implementation.

For an organization to realize the intended benefits of an enternprise resource planning (ERP) investment, it must integrate both technical expertise and functional area knowledge, and it must have continuing support after implementation. The study aims to expand understanding of how organizations ensure the necessary support from functional experts during and after ERP installations. In particular, the study aims to address the question of the type of horizontal support mechanism chosen for this support and how managers make these choices.

The study is a replicated case study based on interviews with project leaders in nine universities judged to have successful PeopleSoft ERP implementations. Thematic analysis is applied to identify the factors influencing managerial choices and organizational decisions made to assure post‐implementation ERP support.

The findings indicate that managers of ERP implementations recognize the necessity for horizontal coordinating mechanisms both during and after implementation. The paper finds no single “best” structure in the cases, nor does it observe that the support structure decision is always based on a deliberate organizational strategy. The findings indicate that selection of post‐implementation support structure is often a negotiated outcome. Ultimately, the paper finds that the outcomes were based on three factors: the situated context of the original implementation project goals; the nature of early commitments made to functional subject matter experts and their departments; and the initial project structure used during the implementation phase.

This research fills a gap in research on ERP support structures by examining how localized organizations assure the necessary support from subject matter experts, commencing with project inception and continuing through post‐implementation. The results contribute to theory by illustrating the value of a process‐based approach to understanding the factors that affect the choice of support structures. The findings contribute to practice by highlighting how early management decisions and the methods executives chose to assure commitments from key stakeholders can restrict the range of options for post‐implementation organizational structures.

The purpose of this study is to investigate the post–enterprise resource planning (ERP) issues and challenges in the context of Saudi Arabia. There is a lack of research in the context of developing countries regarding post-ERP implementation issues and challenges. The high failure rate of the ERP system is a reflection of many management issues that occurred at different phases of ERP implementation. Previous research indicated that even after a successful implementation, the ERP system was unable to sustain itself in the organizations.

An exploratory case study design was adopted to proceed with this research process at two organizations in Saudi Arabia. The interviews of the top and middle management are conducted and transcribed. These case studies were further analyzed using the Creswell approach to generate several themes, and descriptions provided a deeper understanding of the post ERP implementation issues and challenges.

Research findings show that for successful ERP implementation, identified factors are top management support, integration, strategy, employee resistance, BPR, change management, vendor selection, team formation and culture. Moreover, factors for the post-ERP implementation that led to sustainability are top management support, training, system adoption, system testing, data migration, cost overrun, employee retention and post-implementation support.

This study is unique in its type to examine the issues and challenges organizations face after deploying ERP initiatives. This research's findings were useful and supportive for the senior management interested in successfully sustaining such an initiative in the organization.

The importance of involving subject matter experts (SMEs) in ERP implementations is well established. SMEs' knowledge of business and system processes are critical to conducting gap analyses and configuring enterprise systems. But what happens to SMEs on completion of the implementation phase? Prior qualitative research found that some organizations return SMEs to their old department, which can contribute to knowledge transfer; while other organizations retain the services of SMEs, to assist in ongoing efforts with support and enhancement of the systems. The purpose of this study is to understand post‐implementation organizational choices – when SMEs are retained and returned. The aim is to understand these choices relative to the goals of their project. Theoretically, organizations that return SMEs move toward a distributed or hybrid model, while organizations that retain SMEs employ a centralized functional‐support structure. In accordance with contingency theory, these structural choices should align with an organization's goals and measures of success.

This research conceptually builds on prior qualitative research, but is still exploratory in nature. The authors report on findings from an online survey conducted with 65 organizations. The sample included small, medium and large firms. Respondents were key decision‐makers in their organization's ERP initiatives (directors and managers) recruited from two user‐group associations (higher education and health care), primarily from the USA and Canada. Descriptive statistics and t‐tests (when appropriate) were utilized to analyze and report the findings.

The hybrid structure (neither completely centralized nor decentralized) was utilized most often (66 percent of the organizations in the sample). The organization's original goals and measures of success did not seem to dictate the final organizational structure, as would be predicted by contingency theory. The authors interpret this as an indication that the choice of structural form is not easily explained based on goals and objectives. They conjecture that devising a structural approach to supporting such a complex inter‐functional system such as ERP requires solving many complex simultaneous organizational problems.

This research involves a small sample of 65 organizations and is exploratory in nature; hence, it may not be projectable to a larger population. Future research should supplement this study with more industry user groups, expand the sample size, and utilize more advanced statistical methods.

Previous research has focused on successfully implementing ERP, neglecting post‐implementation design. This study contributes to a growing body of work with regard to post‐implementation design, taking into consideration SMEs and reporting structure, goals, and measures of success utilizing contingency theory as the backdrop.

Enterprise resource planning (ERP) implementation brings with it a set of challenges. In order to gain a better understanding of these and they can be mitigated during the implementation process, the purpose of this paper is to use Esteves and Bohórquez (2007) classification based on ERP lifecycle framework, and content analysis to review the literature on ERP implementation in a structured format with a focus on larger enterprises, and provide a platform for practitioners to plan implementation with minimum possibility of failure.

Esteves and Bohórquez (2007) classification based on the ERP lifecycle framework is used to develop and present a comprehensive structured review of the literature on ERP system implementation in large enterprises (LEs), with a particular focus on pre-implementation, implementation, and post-implementation.

Drawing from the literature, organisations can plan implementation based on the findings and strategies presented in the study. This can lead to a better understanding of implementation with minimal probability of failure. The authors find that top management support, good project management teams, and good communications are the top three most important critical successful factors during implementation. The authors also identify critical gaps in current research. Existing research focusses predominantly on the implementation phase, but research on pre- and post-implementation is lacking, and that no industry standard implementation methodology has been developed.

This review primarily focusses on the literature in the area of ERP implementation. ERP implementation planning involves access to effective implementation strategies. Despite the literature identifying a myriad of different ERP implementation models, no standard industry ERP implementation model has been developed. The findings for ERP implementation are repetitive, inconsistent, and lack empirical research, rendering these two of the most critical areas for future research, and collaboration between ERP practitioners, system developers, and researchers. Researchers, in turn, need to become more innovative in terms of their research techniques when examining ERP implementation.

This paper provides guidance to researchers and practitioners with an insight into published research work and their findings. It provides a better understanding of ERP implementation, which can be applied towards overcoming operational difficulties during the implementation process.

This study is innovated in its use of Esteves and Bohórquez (2007) classification based on the ERP lifecycle framework, and content analysis to present a comprehensive structured literature review of the ERP implementation literature with a specific focus on pre-implementation, implementation, and post-implementation in LEs between the period 1989 and 2014. The technique and time period used in this study differs from those of other studies on ERP implementation. The paper brings together theoretical and practical developments on ERP implementation under a single source, which should aid practitioners, researchers and ERP developers with future research and decision making.

Enterprise systems (ESs) are hard to maintain, since they embed a large fraction of organisational data and tasks, which are often intertwined and highly interdependent. The purpose of this paper is to propose a methodology for enterprise resource planning (ERP) post-implementation change management to support business analysts during perfective maintenance.

The methodology draws a parallel line with engineering change management and considers the steps of mapping the dependencies among ES components, understanding the ripple effects of change, and defining metrics to quantify and assess the impact of change. The methodology is instantiated in the case of ERP systems, for which a tool has also been implemented and evaluated by ERP implementation experts.

Experts positively evaluated the proposed methodology. General design principles to instantiate the methodology in the case of systems other than ERP have been derived.

While existing ESs change management methodologies help to identify the need for change, the proposed methodology help to structure the change process, supporting the task of perfective maintenance in an efficient way.

This study aims to examine what factors shape Muslim business operators’ attitudes towards pre- and post-value-added tax (VAT) implementation in the United Arab Emirates (UAE).

A longitudinal approach is employed to collect data from a total of 200 respondents, during both the pre-VAT implementation period and the post-VAT implementation period. A partial least squares structural equation modelling approach was performed to analyse the research.

Empirical findings revealed that challenges in implementing the VAT system were the primary predictors of Muslim business operators’ attitudes regarding the pre-VAT implementation period in the UAE because they were aware that the penalties associated with non-compliance would outweigh the costs incurred in preparing for the VAT. During the post-VAT implementation period, awareness was the strongest influence on Muslim business operators’ attitude because there are no income taxes imposed on businesses and individuals in the UAE.

The introduction of VAT in the UAE ignited great controversy on the part of Muslim business operators, who viewed the new tax system as a significant challenge or risk to their careers, especially when they realised that they would have to play a significant role in tax collection. VAT registration should be required for all businesses regardless of size since they are going to be the tax agents for the government. Indeed, the government should finalize policies and procedures on the penalties for non-compliance since such legalities could greatly contribute towards the acceptance of VAT.

Challenges prompted Muslim business operators to become more knowledgeable about VAT, whereas also developing a greater awareness and sense of preparedness regarding the implications of the system on their businesses. This discovery has advanced the theoretical understanding of the topic and its managerial implications.

The purpose of this paper is to explore how key users’ perceptions (capability, value, timing, and acceptance) toward an Enterprise Resource Planning (ERP) system change from the pre-implementation to the post-implementation phase. The paper also examines how this change differs with varying levels of user involvement in the implementation process and users’ positions in the company.

The authors survey the employees of a major aircraft manufacturing company in the Midwest and analyze the data using repeated measures ANOVA. The authors use time as a within-subject independent variable, and involvement/position at the company as between-subject independent variables.

The results reveal a significant drop in users’ perceptions regarding the capability, value, and implementation timing of the ERP system. However, the perception of acceptance did not change significantly. Furthermore, there were more significant interactions of users’ perceptions with employee position than employee involvement in the implementation process.

The study offers a better theoretical understanding of how users’ perceptions regarding an ERP system evolve over time. The use of one company is a limitation of the study, so future research can focus on extending the study in different sectors.

Management can design interventions to minimize users’ negative perceptions about the ERP system and increase usage in the post-implementation phase. For example, management can design training customized toward users’ positions in the company.

Post-implementation research in the ERP field is rare. Conducting a survey of users’ perceptions allows the authors to take an in-depth look at attitudes toward an ERP system.

The purpose of this paper is to show empirically how knowledge management, particularly knowledge integration (KI), acts as a mediator between different leadership styles and Enterprise Systems (ES) success. It proposes a model of KI as a mediator between two leadership styles (the transformational and transactional leadership styles). The study also aims to expose the most relevant leadership styles to be practiced by leaders when managing the ES post-implementation stage.

Valid data were collected from 263 survey respondents in Malaysian companies. The authors employed structural equation modelling and used the path modelling approach to investigate the underlying relationships between the variables. The authors then tested the mediating effects of KI by using the bootstrapping procedures proposed by Preacher and Hayes, which suits the path analysis method.

The results provide empirical evidence on the relationships between the variables and on the role of KI mechanisms as a mediator between leadership styles and ES success, especially in the ES post-implementation phase. Both leadership styles have to be practiced by leaders while managing an ES.

Future research can investigate the role of KI mechanisms as moderators between both leadership styles. The study can also be expanded by looking in-depth at other leadership styles.

This paper is useful for management researchers and as a guide to management practice for business managers.

This paper proposes a model that examines the vitality of KI effect in ES post-implementation stage by different leadership styles. The results expose the importance of leaders’ adoption of KI mechanisms and call for manager attention to the importance of using the right leadership styles when managing ES.