ERP systems implementation projects continue to be troubled by failures for which user resistance has constantly been identified as the main reason. Whilst existing IS research has provided a good understanding of why ERP implementations trigger user resistance, there is less guidance offered to those seeking to successfully negotiate user resistance during the ERP implementation process. This paper provides a conceptual framework designed to provide project managers with a change management approach to ERP implementation. Specifically, the paper provides the basis for applying change management concepts and tools within the specific context of a technically-driven enterprise-wide implementation process. By integrating concepts from two distinct disciplines (IS and organisational behaviour) into a coherent framework, this paper aims to refine existing models of ERP implementation.