We use the dimensions of power framework (Hardy and Leiba-O'Sullivan 1998) to study an ERP implementation in a Portuguese small/medium sized enterprise (SME). In this study, we found that while the ERP implementation coincided with a great shift of power within the firm, it should not be considered the main driver of the episodic power shift. Instead, the ERP can be seen as a tool chosen and used to formalize and complete the shift in power for this SME. Our findings provide evidence of the usefulness of the dimensions of power framework in understanding complex organizational power issues in ERP implementations. Given the nature of the firm and the context, such findings are specific to an emerging economy.