Master Thesis: The Relativity of Enterprise Systems Implementation Success

I have finished my master thesis, titled The Relativity of Enterprise Systems Implementation Success. The thesis studies an ERP implementation after go-live. I am finally done with a month to spare before starting my new job as IT-Trainee at H&M. Which is going to be very exciting, the job will involve rolling out H&M’s new ERP system globally.

Master thesis

Below is a link to the final version of the thesis. I have also included the abstract below. The thesis is available as a pdf here ( or click the image below) or at the VU Library’s website.

The Relativity of Enterprise Systems Implementation Success

The Relativity of Enterprise Systems Implementation Success

Thesis abstract

Enterprise system (ES) implementations have been researched extensively throughout the years as it is something almost all organizations have to go through, and the implementations are often failures. This study aims to expand the knowledge on the perceived success of an ES implementation in the later stages of the implementation process. The study conducts a case study in the onward and upward phase of an ES Implementation at a Dutch university and use a case study from the shakedown phase in the same organization to analyse the success perspectives theory. The study aims to verify the theory by conducting a longitudinal study.

Theory states that there are five different success perspectives: management, project, user, correspondence and system success that influence the perceived success of the ES implementation. The study puts forward a set of propositions based on the Critical Success Factors that influence the perceived success for each perspective.

The study contributes to theory by verifying the theoretical findings of prior research. The case study shows that all five success perspectives are important in the onward and upward phase but that there may be a difference in their relative importance. Management success appears to have a lesser impact on the decisions taken by the organization then the other success perspectives. Lastly, contrary to theory, project success appears to be important in the later stages of the implementation.

Future research should include a truly longitudinal study that is carried out from the chartering phase until the onward and upward phase. Additionally, studies should be carried out in several different organizations, in order to gain as much generalizability as possible.

-P

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