Abstract

ERP system implementation is usually characterized as complexity, high failure rate and requiring large investments. Many companies are inability and have insufficient internal resource to cope with system implementation alone. Under such circumstances, they hire teams of external consultants to install and implement their ERP system. The high level of interaction between client and external professionals become the important pertinent difference between ERP package and traditional IS packages. Hence, to implement a successful ERP system, both client and consultants are recognized as important factors for consulting effectiveness. If the consulting management is effective, it can serve to mitigate many risks associated with ERP implementation and then result in better system quality. Using a quantitative empirical test, the study's object is to derive a practical understanding of critical factors of dyad parties and whether their consulting process will improve ERP system quality. Consultant quality and internal support of client are identified as the antecedents of consulting process effectiveness. Hypotheses are developed and tested on a sample of 85 ERP adopting firms. The results provide support to the theses: 1) consultant quality and internal support are strongly correlated with consulting process effectiveness; 2) greater consultant quality and effective conflict management do enhance ERP system quality. These results highlight both the importance of selecting criteria of external consultant and the value of this perspective for gaining insight on ERP system quality.

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