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1. Introduction
Enterprise resources planning (ERP) systems are one of the main catalysts of digital transformation and enterprise institutionalization efforts. The rapid increase in competition causes a continuous improvement in products/services and a continuous decrease in prices. The increase in quality and the decrease in prices constitute a contrasting situation because the increased quality of products and services brings additional costs. In order to satisfy two conditions that are in contrast, enterprises are confronted with the necessity of creating a professional structure in many fields, from production planning, supply chain, human resources to financial management and Customer relationship management (CRM). In this way, cost reduction (Czekster et al., 2019) can be achieved. ERP and similar enterprise systems are essential tools for businesses to create cost leadership and product differentiation (Porter, 1980). ERP systems enable the main functions of enterprises (finance, human resources, customer relations, etc.) to work in an integrated way, enable standardization of processes, real-time data flow, and in whole, removal of physical barriers (SAP, 2019).
ERP market share is globally expected to be $74.20 billion by 2026 (Stratistics MRC, 2018). Therefore, the criticality of the ERP adoption process cannot be underestimated. For this reason, maximum attention and precision are required in the implementation of these projects. Otherwise, the projects will fail inevitably, or the project objectives (cost, time, scope, etc.) will diverge in an unknown direction bringing heavy loads to the enterprises in operational and financial terms.
ERP project success is dependent on many variables in the context of the process, people and technology. Numerous studies explore ERP project success factors in the literature (Ram and Corkindale, 2014; Finney and Corbett, 2007; Saygili et al., 2017; Nijher and Saade, 2016). However, these studies cover the holistic view of ERP implementation life cycle. The researchers emphasize all the critical factors regardless of implementation stages. Most of the efforts in these studies yield similar results. Therefore, it is important to define each of the success factors in its relevant stage with quantitative methods in the ERP implementation since most of the studies in the literature solely rely on the previous research in terms of global success factor definition.
Nah et al. (2003) determined the implementation success factors of chief information officers’ perception...