U. Ahmed, Zafar and Zbib, Imad and Arokiasamy, Sawaridass and T. Ramayah, T. Ramayah and Lo , May Chiun
(2006)
Resistance To Change And Erp Implementation
Success: The Moderating Role Of Change
Management Initiatives.
Asian Academy of Management Journal (AAMJ), 11 (2).
pp. 1-17.
ISSN 1394-2603
Abstract
Enterprise Resource Planning (ERP) is a useful tool that builds strong capabilities,
improves performance, supports better decision making, and provides competitive
advantage for businesses. ERP aims to help the management by setting better business
practices and equipping them with the right information to take timely decision. In any
new technology implementation, one of the issues that need to be addressed is the
resistance to change. Many implementations have failed due to strong resistance from the
end users. Thus, the main purpose of this paper is to test the impact of resistance to
change on ERP's implementation success and how change management initiatives acts in
the capacity of a moderating role. Using data collected from 69 manufacturing
organizations through a mail survey, it was found that resistance to change is negatively
related to achievement of predetermined goals (b = –0.930, p < 0.01) and user
satisfaction (b = –0.952, p < 0.01). Further, change management initiatives did not
moderate the relationship between resistance and predetermined goals but it moderated
the relationship between resistance and user satisfaction. In addition, change
management initiatives have a direct positive impact on user satisfaction. This research
concludes that the human factor is very important in ERP's implementation.
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