The literature indicates that three key social enablers—strong and committed leadership, open and honest communication, and a balanced and empowered implementation team—are necessary conditions/precursors for successful ERP implementation. In a longitudinal positivist case study, we find that, while all three enablers may contribute to ERP implementation success, only strong and committed leadership can be empirically established as a necessary condition. This presents a challenge to future ERP researchers for resolving apparent contradictions between the existing literature and the results of our analysis, and for investigating the nature of interactions among the leadership, communication, and team characteristics.