Divided We Fall: A Case Study of ERP Implementation Failure in a Middle Eastern Country

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dc.contributor.authorAli, Mahmood
dc.contributor.authorMiller, Lloyd
dc.contributor.authorAhmed, Shoaib
dc.contributor.authorAbunar, Salah
dc.date.accessioned2025-03-07T20:12:53Z
dc.date.available2025-03-07T20:12:53Z
dc.date.issued2017
dc.departmentÇağ Üniversitesi
dc.descriptionInternational Conference on Leadership, Innovation and Entrepreneurship (ICLIE) -- APR 20-22, 2016 -- Canadian Univ Dubai, Dubai, U ARAB EMIRATES
dc.description.abstractERP system implementation allows organisations to integrate different departments working in silos, while allowing them to have real-time business visibility and access to centralised information. ERP implementation is fraught with challenges and requires substantial resources and effort with no guarantee of success. The study of ERP implementation is limited mostly to developed countries, but the need for ERP implementation in developing countries is growing. However, many organisations are reluctant to adopt ERP systems, due to lack of implementation experience and fear of a failed implementation. To improve our understanding of what may lead to implementation failure in developing countries, this study adopts a case study research methodology to investigate a failed ERP implementation in a Middle Eastern country, and the critical success factors (CSFs) which contribute towards failure. The findings identify factors, including country and organisational culture, lack of change management strategies, system choice, customisation, and internal politics as contributing towards implementation failure. This study provides insights into the role of CSFs in ERP implementation failure in developing countries. The critical factors identified, appear to be correlated, meaning changes in one factor, will have an impact on another. The study provides organisational guidance for planning implementation strategy, based on the role of CSFs during implementation. Further, by drawing on the findings, we relate how an organisation can better utilise and prioritise CSFs to avoid a failed implementation.
dc.description.sponsorshipHuawei,Air Canada
dc.identifier.doi10.1007/978-3-319-43434-6_19
dc.identifier.endpage245
dc.identifier.isbn978-3-319-43434-6
dc.identifier.isbn978-3-319-43433-9
dc.identifier.issn2198-7246
dc.identifier.scopus2-s2.0-85125274129
dc.identifier.scopusqualityQ4
dc.identifier.startpage229
dc.identifier.urihttps://doi.org/10.1007/978-3-319-43434-6_19
dc.identifier.urihttps://hdl.handle.net/20.500.12507/2787
dc.identifier.wosWOS:000413014600019
dc.identifier.wosqualityN/A
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.language.isoen
dc.publisherSpringer International Publishing Ag
dc.relation.ispartofLeadership, Innovation and Entrepreneurship As Driving Forces of The Global Economy
dc.relation.publicationcategoryKonferans Öğesi - Uluslararası - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/closedAccess
dc.snmzKA_WoS_20241226
dc.subjectERP systems
dc.subjectERP implementation
dc.subjectMiddle East
dc.subjectERP failure
dc.subjectCritical factors
dc.titleDivided We Fall: A Case Study of ERP Implementation Failure in a Middle Eastern Country
dc.typeConference Object

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