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1. Introduction
Enterprise Resource Planning (ERP) is a system that automates and integrates separate, autonomous business functions and silo-centric infrastructures across an enterprise which, is intended to improve operational efficiency and provide real-time information to the top management for strategic decision making. ERP system is composed of several modules, such as human resources, sales, finance, and production, which can be customized up to a certain limit to the specific needs of an organization. In reality, implementation of ERP is not exclusively for customizing a business process embedded within an organizational system so that the business process suits to the organization. It is proved to be a challenging task because of both critical socio-technical and technical factors found during ERP implementation (Shah et al., 2011).
ERP implementation can be regarded as a journey which consists of five different stages or phases. They are design, implementation, stabilization, continuous improvement, and transformation (Ross and Vitale, 2000). Françoise et al. (2009) argued that the scope of an ERP project is huge and involves as many uncertainties as there are benefits expected from this system. Managing the changes in a large ERP system is exceptionally complex, which requires a wide variety of knowledge (business, technology, human, organization), skills (managerial, political, project management), and the ability to handle practical situations (Kraemmergaard and Rose, 2002).
Since their introduction in the early 1990s, ERP systems and their complicated implementations have given rise to numerous publications. Vast amount of literature regarding the critical success factors (CSFs) of ERP implementation has been written. Holland and Light (1999) developed a framework that grouped the CSFs of ERP implementation process into strategic and tactical factors. Research conducted by Akkermans and van Helden (2002) confirmed the top ten of the list of CSFs that could adequately explain both the successful and failed ERP implementation projects being studied. Muscatello (2002) conducted an exploratory study on ERP implementation and concluded that there were 26 factors that contributed to the likelihood of successful ERP implementation. Finney and Corbett (2007) published a compilation about the analysis of CSFs of ERP implementation, which was based on the content and data bases of the 70 prominent MIS journals, which discussed nine strategic CSFs and 17 tactical CSFs. Françoise et al. (2009) proposed...