Modeling top management influence on ES implementation
Abstract
How to minimize risks involved in enterprise systems (ES) implementation while maximizing benefits has become a challenge for top management. This article proposes a conceptual model exploring impacts of top management on ES implementation effectiveness. Taking a perspective of innovation implementation, this paper addresses two research questions: what influences does top management exercise on the ES implementation? Second, what does top management contribute to a successful ES implementation under different implementation modes? Based on Klein and Sorra’s model, this paper develops a research model and identifies three top management influences. The paper concludes with potential contributions to IS researchers and business practitioners.
Keywords
Citation
Dong, L. (2001), "Modeling top management influence on ES implementation", Business Process Management Journal, Vol. 7 No. 3, pp. 243-250. https://doi.org/10.1108/14637150110392737
Publisher
:MCB UP Ltd
Copyright © 2001, MCB UP Limited