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The aim of this paper is to contribute to an understanding of enterprise resource planning (ERP) implementation that goes beyond the restricted time and space limits of a project‐based restructuring effort, and to understanding of it as a broader socio‐economic phenomenon.

A case study of the adoption and implementation of an ERP in a Greek bank is examined through an extended multi‐level analytical framework based on Pettigrew's “contextualist” and “processual” research model. The metaphor of the ancient Athenian agora is used to theorise the socio‐economic environment around ERP implementation. In‐depth, semi‐structured interviews and documents were used as data.

Findings suggest that although ERP implementation is seen by the majority of relevant IS literature as happening locally in restricted time‐frame, project‐based efforts, it rather emerges from broader socio‐economic contexts of the agora of techno‐organisational change. Different actors develop bounded understandings (viewpoints) of the agora which they use to navigate and engage it. A viewpoint is also a mechanism to link an actor's local circumstances with broad socio‐economic developments.

The context of financial services/markets offers possibilities for future research around ERP given the ongoing need for integration of legacy systems. Future case studies in financial service organisations could provide a link between frequent financial crises and technological development. Also, future studies of multiple ERP implementations as well as studies focusing on ERP suppliers’ choices, could add a comparative dimension useful to understand alternative agora configurations.

Practitioners should approach ERP implementation as a broad socio‐economic phenomenon instead of a project‐based episode of change.

Originality lies on the development of an extended, multi‐level analytical approach and on the introduction of a new spatial metaphor for understanding the socio‐economic environment around ERP implementation.

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.

Seeks to explore how perceptions of an ERP system‐requirement misfit in Taiwan have been construed as business opportuni4ties by domestic vendors in their response to competitive pressures from international vendors.

Qualitative data were collected through interviews with three leading foreign ERP vendors, four leading domestic ERP vendors, the ERP trade association and a number of consultants in Taiwan to explore the perceptions of Taiwanese enterprise system providers and the business and design strategies through which such perceptions were enacted.

In comparison with leading Western ERP providers, the software technologies, resources and global market experience of Taiwan's domestic ERP vendors are weaker. Nevertheless, the analysis of the interviews and associated documentation shows that there are four areas in which domestic ERP vendors perceive themselves as having a competitive advantage over foreign vendors. The four areas are: the ability to meet special requirements, the ability to support the flexibility and speed of domestic small and medium‐sized firms, the benefits of direct implementation, and the ability to learn from their engagement with local customers.

While the literature on learning and innovation on East Asian manufacturing firms has stressed the important role of incremental improvement on borrowed technology, the role of government and the strategy and structure of domestic firms, there has been little research on the sources of competitive advantage of East Asian firms in sectors with services components. This paper contributes to one's understanding of the development of technological capabilities by East Asian firms in services.

This study aims to explain the implementation of Cloud enterprise resource planning (ERP) system and underlying factors and challenges that might be practiced by the users. It also provides a comparison between traditional and Cloud ERP systems.

The study uses qualitative case study and analyzes the primary evidences from in-depth interviews. It conducts a thematic analysis of the interviews' findings. Furthermore, the current study uses three groups of factors (technological, management and environmental) that are expected to be best determinants of the Cloud ERP implementation.

The findings provide an evidence that using the Cloud EPR system, as alternative to on premise traditional ERP system, is constructive to the success of organizations and improve the quality of their decision-making process. The findings also reveal that effectiveness of implementing Cloud ERP is reliable on the provider's professionalism; hence resulting in issues related to minimize organizational independence.

This paper is subjected to case studies limitations, as it lacks rigor and generalization. The paper has important implications for practitioners and decision-makers alike as it presents real-life example about Cloud ERP implementation. It thus enhances decision-makers' ability to make a relevant reporting process in the small and medium enterprises (SMEs).

This study can be considered as a one of very few case studies that discusses Cloud ERP implementation in UAE organizations particularly SMEs. It also provides three groups of factors (technological, management and environmental) that are influenced by the Cloud ERP implementation.

The purpose of this paper is to explore political behaviours associated with the implementation of an enterprise resource planning (ERP) system in a public service organisation from an emerging market country, the United Arab Emirates (UAE).

The authors’ theoretical framework is based on the notions of trust, agent reflexivity, ontological security, routines, control and power proposed by Giddens (1984, 1990). The authors explore how the political behaviour of organisation members emanates from the introduction of an ERP system (particularly its accounting modules), and how the interaction between individual power, trust and control shaped its implementation process. The case study methodology relied on diverse data collection methods including semi-structured interviews, documentary evidence and personal observation.

The authors show that the accounting-based ERP system created an episode of discomfort in the organisation, which facilitated reflexivity and critical reflection by organisation members and led to a re-assessment of ways of thinking pre- and post-dating the implementation of the ERP system. The findings illustrate the entangled relationship between the new accounting-based ERP system and the feelings of trust emerging during organisational change.

Although case studies are intrinsically limited in terms of generalisability, the authors’ investigation provides practical insights into the management of the needs of trust, ontological security and sources of power experienced by organisation members, since the fulfilment of such needs is the underlying pillar which the success of ERP systems rests upon.

This study is one of the first to apply Giddens’ (1984, 1990) conceptualisation to examine organisation change caused by the implementation of an accounting-based ERP system in an emerging market economy.

The study's goal is to look at how total quality management (TQM), enterprise resource planning (ERP) and organizational performance interact to affect organizational excellence.

A survey questionnaire research design was used to achieve the goal of this study through the hypothesized model. The information was obtained from a Dubai police organization. Out of 550 questionnaires, 320 questionnaires were returned. To analyze the data for measurement and structural models, the structural equation modeling (SEM) partial least squares method was used.

The statistical results confirmed the positive and significant effects of TQM and ERP on organizational performance. The mediation role of organizational performance between TQM, ERP and organizational excellence also was confirmed.

More details and significant consequences have been explored in this study. The findings have a number of practical implications. The findings also assist practitioners and managers in making the best decisions while incorporating TQM, ERP and excellence practices in their organizations. Organizations will achieve optimum strong excellence and stay competitive in a competitive market by integrating the effects of TQM, ERP and organizational performance.

This study is another empirical investigation into the combined impact of TQM, ERP and performance on excellence relationships. In other words, the current study is one of the few that investigates the mediating role of organizational performance as a variable alongside organizational excellence as the ultimate variable in developing countries, specifically in the United Arab Emirates (UAE).

The institutionalization of an organizational innovation, such as an enterprise resource planning (ERP) system, takes place as a continuous adaptation process that includes the development of a support organization, infrastructure, regulations, and norms, as well as the acquired knowledge of the organizational members. This paper aims to provide a structured road map for understanding this complex process and to explain some of the critical issues in institutionalizing ERP in the organization.

Multiple case studies were employed as the research approach. A multiphase design was used to introduce structure to the methodology.

The paper, using a reasonably representative sample, provides valuable insights into the ERP institutionalization process within organizations. It identifies and documents a number of key challenges that organizations face in the three phases of the institutionalization process.

A number of findings from the paper may help managers in successfully institutionalizing ERP systems. The paper identifies 15 key activities and several challenges in executing those activities along with coping strategies that firms employed to face these challenges.

ERP systems mark a major shift in the organizational approach to information systems. The paper uses empirical data from case studies to explore and delineate the ERP institutionalization process in the adopting organizations.

This study aims to examine how the legitimacy of internal auditing is reconstructed during enterprise resource planning (ERP)-driven technological change.

The study is based on the comparative analysis of internal auditing and its transformation due to ERP implementations at two case firms operating in the food sector in Egypt – one a major Egyptian multinational corporation (MNC) and the other a major domestic company (DC).

Internal auditors (IAs) at MNC saw ERP implementation as an opportunity to reconstruct the legitimacy of internal auditing work by engaging and partnering with actors involved with the ERP change. In doing so, the IAs acquired system certifications and provided line functions and external auditors with data-driven business insights. The “practical coping mechanism” adopted by the IAs led to the acceptance (and legitimacy) of their work. In contrast, IAs at DC adopted a purposeful strategy of disengaging, blaming and rejecting since they were skeptical of the top management team's (TMT's) sincerity. The “disinterestedness” led to the loss of legitimacy in the eyes of the stakeholders.

The article offers two contributions. First, it extends the literature by highlighting a spectrum of behavior displayed by IAs (coping with impending issues vs strategic purposefulness) during ERP-driven technological change. Second, the article contributes to the literature on legitimacy by highlighting four intertwined micro-processes – participating, socializing, learning and role-forging – that contribute to reconstructing the legitimacy of internal auditing.

The literature on enterprise resource planning (ERP) implementation has been dominated by variance theories which have identified numerous lists of critical success factors (CSFs) for managing implementation but there has been relatively little research adopting a process theory approach which explains how change occurs. One such theory, the teleological process, has been criticised in the IS literature for its capability to evolve and learn due to its convergence towards an end goal. Drawing upon the field of organisational development (OD), the purpose of this paper is to illustrate the usefulness of the theory and contend that, whilst it exhibits planned behaviour, events are adaptive and learned and emerge though social construction of actors in organisations.

An in‐depth interpretive study of eight public‐sector organisations is used. During the investigation, two primary methods of data collection were analysed: survey questionnaires (2) and in‐depth interviews (38).

The data were analysed and contrasted with themes and attributes associated with teleological design. The article highlights how the central role of an agent or entity, and its interaction with eight key attributes, is critical to the success of the change process.

The article proposes benefits of applying teleological theory to the context of designing the change, pre and post project implementation. Whilst the data are based in the UK, the framework also provides a useful starting point for further research in ERP implementation in developing and emerging nations of areas likely to be problematic.

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.