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1. Introduction
Today’s operational processes and supply chains are far more complex than a decade ago. They involve complex business functions involving different departments, with a need for the most to up-to-date information, and critical linkage with upstream and downstream partners to name a few. Enterprise resource planning (ERP) systems have proved to be the solution to the information needs of many businesses, but a costly mistake for many others. Davenport (1999) reports that ERP implementation can be challenging, time-consuming, and expensive, and can place tremendous stress on corporate time and resources. Indeed, approximately 66-70 per cent of ERP implementation projects failed to achieve their implementation objectives in some way (Lewis, 2001; Carlo, 2002; Shores, 2005; Ward et al., 2005; Zabjeck et al., 2009). Surveys show that even projects with the most favourable conditions, ERP implementation failure is common (Liao et al., 2007).
The ERP literature on implementation is extensive (Esteves, 2009; Møller et al., 2004). It covers areas such as uncertainty management using ERP systems (Koh et al., 2006), specific methods of ERP requirements analysis (Vilpola and Kouri, 2005; Vilpola et al., 2007), relevance of local or cultural aspects to consider during implementation (Liang and Xue, 2005; Yousef et al., 2006), pre-implementation issues (Brem et al., 2008), and critical success factors (Akkermans and Helden, 2002; Hong and Kim, 2002; Huang et al., 2005). Whilst the existing literature is voluminous and complex, it nevertheless highlights a glaring need for greater understanding of ERP implementation failures, and need for a single literature source, which practitioners and researchers alike can use as a reference point for better understanding of the nature and possible causes of implementation failures, and how they may go about limiting these in order to increase the chances of future successful implementations.
Initially developed only to manage and predict material requirements, and despite the difficulties and high costs of implementation, ERP systems have matured into a comprehensive advanced technology software, capable of taking on complex tasks and organisational activities, providing them with a unique integration characteristic. ERP systems are being implemented extensively, with all major Fortune 500 companies adopting a system (Panorama Consulting Group, 2010).
ERP systems are often implemented to address issues of organisational...