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ERP implementation at SMEs: analysis of five Canadian cases

ERP implementation at SMEs: analysis of five Canadian cases Purpose – The purpose of this paper is to explore the critical success factors (CSFs) of enterprise resource planning (ERP) system implementation in small and medium‐sized enterprises (SMEs). Design/methodology/approach – Five case studies of Canadian SMEs were conducted. They included interviewing individuals from five roles at each organization and gathering project documents. Following an evaluation of each project's success (within‐case analysis), cross‐case analysis was conducted to elicit influential and distinctive factors. Findings – Factors were identified that appeared to explain variation between successful and unsuccessful implementations at SMEs, besides factors that appeared to be innovative or counter‐intuitive in light of the established literature. Research limitations/implications – The study reinforces the need for more research that is focused on SMEs. All cases were of Canadian SMEs with either a manufacturing or distribution focus, potentially limiting the generalizability of findings to other industries or countries. Practical implications – By identifying relevant CSFs for SMEs, managers can better prioritize implementation efforts and resources to maximize success of ERP implementations. Originality/value – The paper appears to be one of the first studies to focus on the CSFs of ERP implementation at SMEs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

ERP implementation at SMEs: analysis of five Canadian cases

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References (120)

Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443570910925343
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to explore the critical success factors (CSFs) of enterprise resource planning (ERP) system implementation in small and medium‐sized enterprises (SMEs). Design/methodology/approach – Five case studies of Canadian SMEs were conducted. They included interviewing individuals from five roles at each organization and gathering project documents. Following an evaluation of each project's success (within‐case analysis), cross‐case analysis was conducted to elicit influential and distinctive factors. Findings – Factors were identified that appeared to explain variation between successful and unsuccessful implementations at SMEs, besides factors that appeared to be innovative or counter‐intuitive in light of the established literature. Research limitations/implications – The study reinforces the need for more research that is focused on SMEs. All cases were of Canadian SMEs with either a manufacturing or distribution focus, potentially limiting the generalizability of findings to other industries or countries. Practical implications – By identifying relevant CSFs for SMEs, managers can better prioritize implementation efforts and resources to maximize success of ERP implementations. Originality/value – The paper appears to be one of the first studies to focus on the CSFs of ERP implementation at SMEs.

Journal

International Journal of Operations & Production Management – Emerald Publishing

Published: Jan 9, 2009

Keywords: Manufacturing resource planning; Small to medium‐sized enterprises; Critical success factors; Canada

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