2021/12/16 by Pierluigi Zerbino, Davide Aloini, Riccardo Dulmin +1 · 1 citation
Business, Management and Accounting · #ERP Systems Implementation and Impact #Innovation and Knowledge Management #Outsourcing and Supply Chain Management
paper · pdf · doi:10.1371/journal.pone.0260798
openalex publication_date 2021/12/16 · openalex created_date 2025/10/10 · openalex updated_date 2026/05/21
Despite remarkable academic efforts, why Enterprise Resource Planning (ERP) post-implementation success occurs still remains elusive. A reason for this shortage may be the insufficient addressing of an ERP-specific interior boundary condition, i.e., the multi-stakeholder perspective, in explaining this phenomenon. This issue may entail a gap between how ERP success is supposed to occur and how ERP success may actually occur, leading to theoretical inconsistency when investigating its causal roots. Through a case-based, inductive approach, this manuscript presents an ERP success causal network that embeds the overlooked boundary condition and offers a theoretical explanation of why the most relevant observed causal relationships may occur. The results provide a deeper understanding of the ERP success causal mechanisms and informative managerial suggestions to steer ERP initiatives towards long-haul success.