The significant number of ERP systems installations worldwide during the last decade represents a major paradigm shift in organizational and information systems management. A large number of enterprises are currently extending their base ERP systems or are in the process of acquiring and implementing core ERP modules. Failure to do so successfully can be extremely costly as demonstrated by a number of reported failure cases. The paper aims at providing a framework for the selection process of ERP systems, which can be useful for both identifying critical issues for further research and assisting managers considering ERP projects.


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