In the enterprise resource planning (ERP) assimilation process, organizations are increasingly concerned about how to ensure employees to have sufficient ERP knowledge effectively. However, limited attention has been directed toward examining knowledge transfer in the assimilation stage systematically. In particular, a significant omission is to understand the key enablers and inhibitors of employees’ learning intention who may receiver knowledge passively in the mandatory setting. We employed a multi-case study method in this exploratory research by interviewing 33 ERP users at all levels in nine big-size firms in China. Results of this analysis suggested that causal ambiguity in new systems, incumbent system habit, and technostress significantly undermined recipients’ learning intentions. Meanwhile, perceived management support, relation embeddedness, and symbolic adoption were key determinants of increased their learning intentions. This study is arguably the first that attempts to look into passive knowledge transfer phenomenon in some depth, and extends prior researches in ERP lifecycle by shedding light on the joint influences of enablers and inhibitors in ERP assimilation context.