A theory-ingrained integrated change management framework for the implementation of Enterprise Resource Planning Systems to mobilise user readiness

Abstract

Enterprise Resource Planning (ERP) systems are still one of the most complex Information Systems (IS) to implement. Although various methods to improve ERP system implementation methodologies have been developed, many business organisations are not able to successfully implement ERP systems. It is agreed that negative use behaviour can have a detrimental effect on the success of an ERP system implementation and that user adoption and use behaviour are accepted as main contributing factors towards the success of an ERP system implementation. However, methods to manage user adoption and influence use behaviour and therefore to successfully manage the change brought about by the implementation of an ERP system, are still elusive. Furthermore, a measurement for user readiness to be matured during an ERP system implementation process is not readily available, forcing organisations to “blindly” continue with ERP system implementations without knowledge about the user fraternity’s inclination to cognitively and emotionally accept, embrace, and adopt the new ERP system.

In this thesis, the need for a theory-ingrained integrated change management framework for the implementa- tion of ERP systems was confirmed by performing a literature review of the research topics relevant to ERP

implementation and change, and this need was further substantiated by describing a practical case where low levels of user adoption and negative use behaviour had a detrimental impact on the success of the ERP system implementation. A three-cycle Design Science Research (DSR) strategy was followed to develop the framework. a Systematic Literature Review (SLR) was firstly performed to identify the most prevalent Critical Success Factor (CSFs) for the implementation of ERP systems after which ERP implementation process constructs that influence the determinants of intended ERP use behaviour were identified by performing Action Design Research (ADR) during an ERP implementation project. The framework was built during the final cycle by integrating the components identified in the first two cycles with constructs from an existing IS implementation model and an existing change management model. A conceptual measurement for ERP System User Readiness was constructed and methods to use the measurement were integrated with the framework. Evaluation of the resulting framework was done by performing a proof of concept in practice, and the framework was confirmed as useful and valid. This study contributes to the theoretical body of knowledge by providing a theory-ingrained artefact that was built from constructs of CSF research, change management theory, as well as technology adoption theory. It provides a theory-ingrained integrated change management framework for the implementation of ERP systems, that did not exist before, addressing the need to manage and influence user adoption and use behaviour and to measure user readiness to ensure the success of ERP system implementations.