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. This paper takes a perspective of innovation implementation because of the fact that ES, per se, is an IT innovation. This paper addresses ES implementation issues through its focus on two research questions: 1) what influences does top management exercises on the ES implementation? and 2) what top management contributes to a successful ES implementation under different implementation modes? Based on Klein and Sorra’s (1996) model, this paper develops a research model and identifies three top management influences to explore these research questions. The paper concludes with potential contributions to IS researchers and business practitioners.
Dong, Linying, "A Model for Enterprise Systems Implementation: Top Management Influences on Implementation Effectiveness" (2000). AMCIS 2000 Proceedings. 13.