The present study takes a bottom-up approach and investigates the organizational implications of ERP systems implementation in organizations. We adopt a likely point of view of employees and study the ERP integration process along 3 dimensions: people, processes, and information. In this manner we discover the ERP-specific sources of resistance that could affect negatively the deployment of the software. Then, we argue that a general set of beliefs shapes employees readiness to change to ERP use and provides the foundation for resistance or for adoptive behavior. We define the concept of readiness for change in the context of ERP and introduce a readiness for change assessment approach. Then, we test empirically the study hypotheses upon which the research model was build. The results obtained offer insights into factors that can improve the effectiveness of ERP implementation strategies and underline the importance of change management for the success of such projects.