To more effectively achieve the desired overall benefits of an enterprise system (ES), practitioners often adopt a multiple-project approach along with the overarching goal of ES implementation. This requires collaboration among projects within the ES implementation. Unfortunately, this can lead to conflict among corporate headquarters, management and different functional areas. The collaborative conflict management approach encourages parties to come up with solutions for the problems they encounter. From existing evidence based on a single-project context, findings have been inconclusive on whether the collaborative conflict management approach affects collaborative behavior differently depending upon the conflict type. This study will conduct a survey and examine the above relationship in ES implementations.