Abstract

While considered as the backbone of organizations, Enterprise Resource Planning (ERP) systems tend to face resistance from potential users. Managing such resistance is imperative to the success of the implementation project. After surveying the literature landscape on change management strategies in ERP software system implementations, we employ Aladwani’s conceptual model to codify the activities followed by a public organization in the implementation of its SAP ERP system. We found that the change management activities the organization employed neatly fit the think-feel-do framework proposed by Aladwani’s model. We also present contextual factors that may explain this fit, thus adding to the scant empirical data on the application and potential robustness of this model.

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