Leadership Approaches During Digital Transformations in Small and Medium Enterprises

Abstract

Organizational leaders have increasingly turned to enterprise resource planning (ERP) applications, also known as decision-support systems, to make their firms' operational, tactical, and strategic processes more efficient and effective in the changing global marketplace. High failure rates in ERP systems implementations make these projects risky, however. Most prior research on critical success factors for conventional ERP implementation has been on large enterprises, resulting in a gap in knowledge on these factors in the small and medium enterprises that constitute the majority of U.S. employer firms. A qualitative modified Delphi study with an expert panel of U.S. manufacturing consultants and three iterative rounds of data collection and analysis revealed consensus on 8 critical success factors in ERP implementations, with the highest agreement on top management support and commitment, enterprise resource planning fit with the organization, quality management, and a small internal team of the best employees. In addition to furthering knowledge in the fields of leadership and enterprise applications, the study expands enterprise resource planning experts' and scholars' understanding of strategies to improve project success and the triple bottom line for any size enterprise in the manufacturing industry. Practitioners in the ERP industry can also apply approaches outlined during ERP implementations to mitigate risk during these engagements. Implications for positive social change include additional job opportunities and higher wages through increased efficiencies in ERP applications.

Full text

Leadership Approaches During Digital
Transformations in Small and Medium
Enterprises
Justin L. Goldston, PhD
Abstract— Organizational leaders have increasingly turned to enterprise resource planning (ERP) applications, also known as decision-
support systems, to make their firms’ operational, tactical, and strategic processes more efficient and effective in the changing global
marketplace. High failure rates in ERP systems implementations make these projects risky, however. Most prior research on critical
success factors for conventional ERP implementation has been on large enterprises, resulting in a gap in knowledge on these factors in
the small and medium enterprises that constitute the majority of U.S. employer firms. A qualitative modified Delphi study with an expert
panel of U.S. manufacturing consultants and three iterative rounds of data collection and analysis revealed consensus on 8 critical success
factors in ERP implementations, with the highest agreement on top management support and commitment, enterprise resource planning fit
with the organization, quality management, and a small internal team of the best employees. In addition to furthering knowledge in the
fields of leadership and enterprise applications, the study expands enterprise resource planning experts’ and scholars’ understanding of
strategies to improve project success and the triple bottom line for any size enterprise in the manufacturing industry. Practitioners in the
ERP industry can also apply approaches outlined during ERP implementations to mitigate risk during these engagements. Implications for
positive social change include additional job opportunities and higher wages through increased efficiencies in ERP applications.
Index Terms— ERP (Enterprise Resource Planning), manufacturing, digital transformation, small and medium enterprises (SMEs), risk
management, implementation, critical success factors (CSFs), critical failure factors (CFFs)
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1 INTRODUCTION
eaders of mid-to-large organizations use enterprise re-
source planning (ERP) applications, also known as deci-
sion-support systems, to make financial and operational
decisions. As many companies continue to expand on a global
scale, there may be an increasing need for ERP applications to
provide visibility, collaboration, and communication through-
out organizational supply chains due to increased competition
and customer demands [1]. To minimize barriers and conse-
quences when implementing change, leaders of organizations
should devise a constructive approach [2]. Managers should
analyze their current business environment, reflect on the or-
ganization’s strategic vision, and act on the issues many or-
ganizations currently face.
ERP applications are implemented in manufacturing envi-
ronments to provide operational visibility throughout an or-
ganization’s supply chain network. There are roughly 350,000
manufacturing organizations in the United States as of the first
quarter of 2018 [3]. As new manufacturers enter the market
and existing manufacturers update their legacy systems, there
will be an increasing need to identify ERP critical success fac-
tors. Many researchers have indicated high failure rates in
ERP systems implementations on the metrics of budget,
schedule overruns, and overall fit of planned business pro-
cesses with implementation deliverables [4], [5], [6]. Because
of these failure rates, it is important to identify ways to miti-
gate these failures. One Delphi study had a small sample size
of ERP consultants to build a consensus on critical success fac-
tors in South Asian small and medium enterprises [7]. No
Delphi researchers have focused on building a consensus us-
ing a large sample size of ERP consultants in the United States,
according to our review of the literature.
As the global market shrinks because of technological and
logistical advances, organizational leaders are looking for
ways to make strategic decisions to maintain or increase their
market share in their respective industries. Firms have turned
to ERP systems to make their operational, tactical, and strate-
gic processes more efficient and effective [8]. An ERP system
is categorized as an integrated, customized and packaged
software-based system that handles most system requirements
in all functional areas of a business such as finance, human
resources, manufacturing, sales, and marketing [9]. In addi-
tion to using ERP systems as a tool to make day-to-day busi-
ness decisions, leaders can also use these systems as tools to
improve knowledge sharing within the organization [10].
With ERP applications, organizational leaders can enable de-
partments and facilities to share knowledge and collaborate
instead of operating out of disparate systems.
Although empirical field experience has shown that ERP
systems affect businesses positively, the implementation and
installation of these applications do come with potential risks.
In one survey of 117 executives, 40% of the panelists stated
that their ERP projects failed to achieve their business case
after 1 year of going live [11]. Because of the complexity of
system functionalities, the implementation and assimilation
process is always associated with high risk, leading to a high
failure rate of ERP systems [12]. With organizations of any
kind and size increasingly adopting these systems to avoid
technical obsolescence and to create a sustainable competitive
advantage [13], further analysis was required to identify ways
to leverage these tools to improve business performance, both
internally and externally. We focused on identifying a consen-
sus among a panel of ERP manufacturing consultants as to the
desirability and feasibility of critical success factors in ERP
implementations in the United States.
ERP implementations cost organizations capital, human re-
sources, and time. Although research on critical success fac-
L
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tors in ERP implementations dates back to the 1970s [14], a
knowledge gap regarding critical success factors identified in
the literature versus those applied in manufacturing environ-
ments still exists [15], [16]. Depending on the source or sur-
vey, researchers have estimated between 70% and 85% of ERP
implementations fail based on metrics such as cost, schedule
overruns, or overall fit [17], [5]. According to researchers, im-
plementation failures have cost large enterprises from $6 mil-
lion to $100 million to implement [17], [18]. In more extreme
cases, companies have filed for bankruptcy due to supply
chain disruptions attributed to their ERP implementations
[19], [20]. With this level of investment and the expectation for
operational optimization, it is important for firms to identify
the critical success factors that are integral to an implementa-
tion.
Despite the identification of a myriad of ERP implementa-
tion critical success factors in the literature, implementation
failures continue to occur at a high rate in the manufacturing
industry [18], [21]. Given the shift in managerial approaches,
including the rise of partially distributed teams and other fac-
tors, the critical success factors previously noted in the litera-
ture may no longer apply [22]. The current study may be im-
portant because research on the interactions between ERP ap-
plications and positive social change is also lacking [23], [24].
Given the rise in complexity, adversity, and uncertainty
across the manufacturing landscape, the desirability and fea-
sibility of conventional ERP implementation critical success
factors may require reassessment among small and medium
manufacturers [25]. Due to the increased competitiveness and
customer expectations within the small and medium manufac-
turing sector, ERP implementation critical success factors
should be reviewed periodically for refinement [26]. Techno-
logical advancements during what has been referred to as In-
dustry 4.0, or the fourth industrial revolution, have changed
the way small and medium manufacturing organizations con-
duct business, creating paradigm shifts in organizational cul-
ture and leadership approaches [27], [28].
As small and medium manufacturers embrace the Internet
of Things (IoT), future-oriented technologies have triggered a
requirement for leaders to develop lean, automated environ-
ments [29]. Forecasting the global trends of the IoT; of the
four industries that included healthcare; communication; and
natural resources such as food, water, and energy; and tech-
nology would significantly affect the manufacturing industry
over the next 10-15 years [30]. To remain competitive in their
respective markets, manufacturing leaders are looking to ERP
vendors and consultants to develop and deliver innovative
products, services, and processes [29]. The results of an in-
depth analysis of critical success factors implemented in the
field may help to narrow the scholar-practitioner gap by align-
ing the most cited critical success factors in the literature with
those implemented during Industry 4.0.
2 LITERATURE REVIEW
To build a consensus among panelists regarding the critical
success factors in ERP implementations, we chose the critical
success factor framework [31] as the conceptual framework for
this study. In the most cited study regarding critical success
factors, Rockart [14] defined critical success factors as compe-
tencies necessary to ensure successful performance. Rubin
and Seeling [31] first introduced the critical success factor
framework to analyze the effect of project managers in the
success or failure of projects in the government sector. In re-
sponse to this seminal study, [32] concluded that project man-
ager selection and leadership support are also critical success
factors in project implementations.
Although Martin [33] and Sayles and Chandler [34] per-
formed studies on the benefits of information systems, their
findings were too broad in scope regarding enterprise imple-
mentations [35]. In studying complex systems such as ERP
applications, researchers may consider analyzing all phases of
these projects to create a more manageable framework [36].
To address this gap in the research, Ho and Lin [37] and Ngai,
Cheng, and Ho [38] created critical success factor frameworks
for ERP implementations. In their conclusions, Ho and Lin
and Ngai et al. found that if leaders of organizations per-
formed a systematic consideration of critical success factors
during each phase of the implementation, the risk of project
failure could be reduced.
The identification of critical success factors in the ERP con-
sulting community is highly subjective due to the empirical
evidence of implementing these applications in various envi-
ronments [39]. Failed traditional ERP applications focus on
the profitability aspect of an organization, whereas sustainable
ERP (S-ERP) applications are focused on all aspects of the tri-
ple bottom line [4], [40]. Chofreh et al. [41] posited that S-ERP
systems are based on people, planet, and profit, which in turn
will create a collaborative, synergistic, sustainable environ-
ment for business partners and communities. With the in-
crease in collaboration and strategic relationships between
business partners, a demand to support these organizational
systems will spur firms to increase their workforces, resulting
in a positive impact to communities around the world.
In addition to the positive effect to firm’s triple bottom line,
this study may contribute to positive social change by reduc-
ing the risk of implementing unprofitable ERP solutions. For
ERP vendors, this study may assist in educating, certifying,
and employing additional members of their workforce
through the successful delivery of consulting services [42].
Additionally, the results could provide valid a foundation for
educational and training programs [43]. This approach will be
beneficial for ERP vendors to provide a reliable and validated
education plan that will assist in successfully onboarding new
hires, as well as a continuous improvement process to ensure
tenured consultants are aligned with the recent technological
developments. The results of the study may contribute to pos-
itive social change by mitigating the risk of failed ERP imple-
mentations by outlining a forward-looking view of critical
success factors through the lens of ERP manufacturing con-
sultants given their expertise in the field.
In ERP implementations, researchers have stated consult-
ants are integral to the success of the project [5], [11]. Because
ERP providers that support the manufacturing industry focus
on niche markets, selecting ERP manufacturing consultants
from various ERP vendors could potentially provide a broader
view of critical success factors for this industry. As ERP im-
plementations cost organizations hundreds of thousands of
dollars in capital and resource hours, we conducted this study
to identify the CSFs that could potentially mitigate the risk in
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these projects.
Along with the risk mitigation strategies, deploying critical
success factors in ERP implementations can lead to a strategic
competitive advantage [44]. By using the capabilities of ERP
applications, not only can leaders of organizations improve
their operational efficiencies, they can also enhance their sup-
ply chain visibility, resulting in a competitive differentiation
[45].
ERP applications were first established in the 1970s, but the
industry continues to grow, both in size and capabilities. With
project teams continuing to experience failed ERP implemen-
tations, it is important for leaders within organizations first to
understand how IT and business to synergize to increase op-
erational efficiencies and profitability [46].
A review of the literature uncovered ERP implementations
continue to fail due to a number of reasons. Although re-
searchers have concluded that top management support, user
feedback, training and education, project management, and
ERP package selection are factors that can mitigate the risk of
failed implementations, a gap still exists [12], [16]. With the
lack of consensus regarding critical success factors identified
in the literature versus those applied in small and medium
manufacturing environments [47], [48], the goal of this study
was to narrow the scholar-practitioner gap.
Although recent research on ERP critical success factors has
focused on a limited amount of case studies on small and me-
dium manufacturers, a limited amount of research has includ-
ed consultants as the sample. Because ERP manufacturing
consultants are viewed as experts both from an IT and best
business practice perspective [7], the results of this study may
contribute to the theoretical body of knowledge by referring to
the perspectives of the expert panel of ERP manufacturing
consultants to build a consensus on critical success factors
within ERP implementations. In producing the results, the
scholar-practitioner gap may be narrowed by reviewing and
implementing the top critical success factors identified in this
study.
In performing a literature search on positive social change
and ERP implementations, the search results uncovered the
gap still exists on the research topic [24]. Narrowing this gap
may contribute to positive social change by working toward
building a consensus among ERP manufacturing consultants
and scholars to improve project success and the triple bottom
line for large enterprises and small and medium enterprises in
the manufacturing industry. By producing the results of the
study, the scholar-practitioner gap may be narrowed by re-
viewing and implementing the top critical success factors
identified in this study.
To identify a consensus among a panel of ERP manufactur-
ing consultants, the future-oriented approach of the modified
Delphi technique may contribute to positive social change by
improving the efficiencies and work environments for em-
ployees in small and medium manufacturing firms in the
United States. The results of this qualitative modified Delphi
study may contribute to the ERP body of knowledge by re-
vealing consensus about the critical success factors of imple-
mentations in small and medium manufacturers in the United
States. Positive social change occurs when ERP providers and
users create a positive impact on the industrial sectors they
serve, educate, and certify [49]. The study’s results may pro-
vide information that is beneficial for leaders of organizations,
as well as ERP vendors throughout each phase of future im-
plementations. Application of the results of this study could
also improve the implementation methodologies of ERP pro-
viders and increase the probability of successful ERP imple-
mentations by mitigating the risks that arise during the im-
plementation life cycle by instituting the critical success factors
outlined in this study.
The findings of the study may also have the potential to in-
fluence business success. Positive social change within ERP
implementations may to enhance employee knowledge, criti-
cal thinking skills, and organizational collaboration [50]. ERP
applications have been shown to provide a sustainable com-
petitive advantage to organizations by empowering employ-
ees to share ideas and promote job stability [51]. In imple-
menting ERP applications, leaders can promote positive social
change by providing additional job opportunities and higher
wages through the increased efficiencies ERP applications
provide within an organization [52], [53].
3 PURPOSE AND RESEARCH QUESTIONS
3.1 Purpose of the Study
The purpose of this qualitative modified Delphi study was to
identify a consensus among an expert panel of 42 ERP manu-
facturing consultants as to the desirability and feasibility of
critical success factors in ERP implementations in the United
States. The purpose of a Delphi study is to acquire a reliable
consensus among a panel of experts through a series of sur-
veys [54], [55]. We conducted this study to reduce the scholar-
practitioner gap regarding critical success factors identified in
the literature versus those applied in manufacturing environ-
ments. Building a consensus among ERP manufacturing con-
sultants and scholars on ways to improve project success and
the triple bottom line for organizations in the manufacturing
industry may lead to positive social change. ERP applications
can contribute to social change by providing firms with addi-
tional operational visibility, both internally and externally
[56]. Additionally, sustainable ERP (S-ERP) applications could
provide a solution to support sustainable initiatives for an
organization and its environment [41]. By integrating sustain-
able operations, processes, and information through
knowledge-sharing within an organization, organizational
leaders could have a positive effect on social change by foster-
ing employee collaboration, innovation, and empowerment.
3.2 Research Questions
I undertook this study to identify a consensus among a panel
of ERP manufacturing consultants as to the desirability and
feasibility of critical success factors in ERP implementations in
the United States. To provide a value justification and merit to
the critical success factors identified in the literature, we as-
sessed consultants’ perceptions of desirability. To measure the
practicality of the critical success factors identified in the liter-
ature, we assessed consultants’ perceptions of feasibility. The
research question and subquestions were as follows:
RQ1: What is the level of consensus among ERP manufactur-
ing consultants as to the desirability and feasibility of critical
success factors for ERP implementations?
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SQ1: What is the level of consensus among ERP manufactur-
ing consultants as to the desirability of critical success factors
for ERP implementations?
SQ2: What is the level of consensus among ERP manufactur-
ing consultants as to the feasibility of critical success factors
for ERP implementations?
4 METHOD
The goal of this study was to establish a consensus to the de-
sirability and feasibility of critical success factor benchmarks
for ERP implementations. The Delphi method was selected
for this study given its record as a good approach to anticipate
long-term trends in technology [57]. The Delphi technique is a
qualitative research design used to establish a consensus
through the input from a panel of experts without the re-
quirement of face-to-face interaction [54]. Developed by
Dalkey and Helmer at the RAND Corporation in 1953, the
researchers were asked by the U.S. military to solicit expert
opinion to the selection of the optimal U.S. target system while
also reducing the munitions output by establishing a pre-
scribed number of atomic bombs [58]. In this study, the pur-
pose of the Delphi approach was to predict a future outcome
using expert opinion [58].
The traditional Delphi technique consists of three rounds of
surveys to reach a consensus. Also, the typical panel size in a
traditional Delphi study consists of six to 12 experts [54]. Be-
cause the expert panel of consultants were asked to comment
on existing critical success factors and propose modifications
in the first round of the study, the approach was a modified
study as compared to a classical Delphi study. Because the
Delphi study was designed with a target sample of 50 ERP
manufacturing consultants to narrow a gap in the research, to
align this study with the types of Delphi studies identified in
the literature, a modified Delphi approach was conducted [59],
[60]. This modified Delphi study was administered through
SurveyMonkey.com, a secure online survey provider. While
there is not much consensus among the ERP implementation
of critical success factors in the literature, using the Delphi
method helped to find a consensus as to the desirability and
feasibility of critical success factors in ERP implementations in
the United States.
4.1 Population Sampling
The target population for this study was ERP manufacturing
consultants in the United States with ERP implementation
experience. ERP manufacturing consultants are regarded as
the experts in their specified manufacturing sector and are
highly trained in the technical and practical implementation of
enterprise applications [61]. Because consultants spend a large
amount of time at customer sites during implementations,
they are typically distributed across the United States to sup-
port multiple client facilities and projects. Due to the increas-
ing number of small and medium manufacturing organiza-
tions implementing ERP applications, determining the num-
ber of consultants in the target population in the United States
that support these implementations was difficult. With the
U.S. government estimating the number of consultants na-
tionwide growing to 993,000 by 2020, a minimum of 200,000
consultants would be included in the ERP application industry
segment [62]. Although the current study could have includ-
ed ERP project managers as the expert panel to expedite the
rate of reply, choosing ERP consultants provided a ground
level view of the critical success factors that can be imple-
mented in ERP implementations.
The participants for this study were selected based on ERP
implementation experience, not their geographical region. We
solicited participants for this study through the following 10
groups on LinkedIn: (a) SAP Community; (b) Dynamics AX
ERP Professionals Group; (c) Oracle ERP User Network; (d) JD
Edwards OneWorld and EnterpriseOne Professionals; (e)
Microsoft Dynamics 365; (f) QAD Community; (g) Infor Global
Solutions Professionals; (h) Netsuite Users Gro Up; (i) Epicor
ERP 10 Consultants; and, (j) Acumatica ERP Software User
Group. These LinkedIn groups are focused on connecting
ERP consultants to share knowledge and best practices on
their respective applications and can range from 175 to 342,000
members.
The study involved a purposive sampling technique to en-
sure meaningful results in the study. Participants were select-
ed based on the following criteria: (a) at least 5 years of expe-
rience implementing ERP applications; (b) perform ERP im-
plementations in the United States; (c) perform ERP imple-
mentations in the industrial or manufacturing sector; and, (d)
perform ERP implementations for small and medium enter-
prises (firms that employ fewer than 500 employees). The ERP
manufacturing consultants self-selected based on the criteria
provided in the invitation. After completing the informed
consent, the participants were presented with screening ques-
tions where they were prompted to check yes or no in re-
sponse to each question. If they selected no for any of the
questions, they were thanked for their interest and were not
able to access the survey.
4.2 Data Collection and Instrumentation
The study involved three rounds of data collection and analy-
sis. In the first round, the expert panel of ERP manufacturing
consultants were asked to comment on the existing critical
success factors that they thought were most desirable and
propose modifications. Focusing on the desirability and mod-
ifications in Round 1 is noted as an acceptable and common
approach in modified Delphi studies [63]. After reviewing the
responses, the top 10 most desirable critical success factors
with the highest frequency were moved to Round 2 of the
study. To provide a value justification and merit to the critical
success factors identified in the literature, perceptions of de-
sirability were selected for this study. To measure the practi-
cality of the critical success factors identified in the literature,
the perceptions of feasibility were selected for this study.
In Round 2 the panelists rated the desirability and feasibil-
ity of the critical success factors using a Likert-type scale. The
critical success factors with the highest ratings of desirability
and feasibility in Round 2 were moved to Round 3, during
which the ERP manufacturing consultants rated the remaining
critical success factors for desirability and feasibility. Subse-
quent rounds of rating were not required as consensus was
reached in Round 3.
To determine the level of consensus, researchers have iden-
tified when 75% of experts select 4 or 5 on a Likert-type scale,
consensus has been met [64]. In the current study, 4 pertained
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to desirable or feasible; 5 pertained to highly desirable or high-
ly feasible. In performing this methodical approach, we at-
tempted to narrow the gap between the critical success factors
identified in the literature versus the critical success factors
employed in the field of ERP consulting.
The Round 1 instrument in this study was limited to the
critical success factors identified by Saade and Nijher [22],
who performed a literature review of 37 case studies from dif-
ferent countries and contexts. The results resulted in a consol-
idated list of 22 distinct critical success factors that can be ap-
plied to the five ERP implementation stages identified by Saa-
de and Nijher: (a) the organizational state, (b) business re-
quirements gathering, (c) the proposed technical solution, (d)
implementation, and (e) post-implementation.
The data collection instruments consisted of online surveys
administered through SurveyMonkey.com. In the first round,
the expert panel of ERP manufacturing consultants were
asked to rate the critical success factors on a 5-point Likert-
type scale. The ratings on the scales ranged from 1 to 5: 1-
highly undesirable, 2-undesirable, 3-neutral, 4-desirable, and
5-highly desirable. Using the definitions outlined by Linstone
and Turoff [65], the following desirability descriptions were
included to provide clarity for the participants: 1-highly unde-
sirable: will have a major negative impact to the implementa-
tion; 2-undesirable: will have a negative impact to the imple-
mentation with little positive to no positive effect; 3-neutral:
will have no impact on the implementation; 4-desirable: will
have a minimal positive impact to the implementation with
little negative effect; and 5-highly desirable: will have a posi-
tive impact to the implementation with no negative effect.
The Round 1 survey also included demographic questions
pertaining to (a) age range, (b) gender, (c) education level, (d)
years of experience, (e) number of implementations completed
in small and medium manufacturing environments (organiza-
tions that employ less than 500 employees), and (f) geographic
region. Identifying the demographic characteristics of the
study participants validated the level of distribution among
the expert panel regarding their expertise and experience. The
participants were also encouraged to add additional ERP fac-
tors not outlined in the survey. After reviewing the responses,
the 10 critical success factors with the highest frequency were
moved to Round 2 of the study.
In Round 2 the panelists rated the desirability and feasibil-
ity of the critical success factors using two separate 5-point
Likert-type scales. The instrument included the 10 top critical
success factors identified in Round 1. The ratings on the scale
ranged from 1 to 5: 1-highly undesirable/highly infeasible, 2-
undesirable /infeasible, 3-neutral, 4-desirable/feasible, and 5-
highly desirable/highly feasible. In Round 2, the participants
were provided with the same descriptions for desirability as
were used in Round 1.
The critical success factors with the highest ratings of desira-
bility and feasibility in Round 2 were moved into Round 3,
during which the ERP manufacturing consultants rated the
remaining critical success factors for desirability and feasibil-
ity. The same desirability and feasibility descriptions used in
Round 2 were presented to the participants in Round 3. Sub-
sequent rounds of rating were not required as consensus was
reached in Round 3.
4.3 Field Test
Prior to IRB approval, the study included a field test of the
Round 1 survey to test the clarity and relevance of the open-
ended questions on the survey and identify ambiguities in the
objective, definitions, and survey questions. No data were
collected.
Eight experts with knowledge of ERP implementations and
item construction reviewed the surveys for face and content
validity of the questions. The participants in the field test did
not participate in the main study. The field test experts were
emailed the Round 1 survey questions for feedback. After
reviewing the questions, the experts were asked to provide
feedback on the clarity and relevance of the questions by re-
sponding to two questions about the survey. The feedback
from this field test assisted in identifying areas that needed
revision before the main study began.
4.4 Internal Consistency Reliability
To test the internal reliability of each of the items pertaining to
critical success factors in Round 2 and Round 3, Cronbach’s
coefficient alphas were calculated in SPSS using the main
study data. Cronbach’s alpha is used to examine the internal
consistency reliability of multipoint scales [66]. Ranging from
0 to 1, the closer the coefficient value is to 1, the more reliable
the scale [67]. A value greater than or equal to 0.7 is an ac-
ceptable reliability coefficient [68].
4.5 Data Analysis
Round 1 survey responses were coded using the open coding
method to categorize, sort through, and compare the new crit-
ical success factors identified by the participants [69]. For the
narrative data, we searched for common themes to group the
new critical success factors into thematic categories given
thematic analysis is the most used analysis tool in the first
round of a Delphi study [66].
In the first round, the top 10 critical success factors with the
highest desirability were moved to Round 2 of the study. The
Round 2 data were comprised of the ERP manufacturing con-
sultants’ ratings of the desirability and feasibility of the top 10
most desirable critical success factors from Round 1 using two
separate 5-point Likert-type scales. Numeric rating data were
analyzed with SPSS to determine frequencies, the median, and
internal consistency reliability of the scales. Only the top two
percentages with a median score of 3.5 or higher on both the
desirability and feasibility scales were included in Round 3.
Round 3 data were comprised of the ERP manufacturing con-
sultants’ ratings of the remaining critical success factors for
desirability and feasibility.
Demographic data were analyzed to describe the character-
istics of the sample. For the nominal variables of gender and
geographic region, we described the distribution of these vari-
ables using the mode and frequency counts and percentages.
For the ordinal variables of age, highest level of education at-
tained, years of experience, and number of implementations
completed in small and medium manufacturing environ-
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ments, we used frequency counts and percentages and the
mode.
The research question pertained to the level of consensus
among ERP manufacturing consultants as to the desirability
and feasibility of critical success factors for ERP
implementations. To answer the research question and
subquestions, the critical success factors with the highest
consensus on desirability were used to answer Subquestion 1.
The critical success factors with the highest feasibility were
used to answer Subquestion 2. The critical success factors
with the highest consensus on both desirability and feasibility
were used to answer the primary research question.
5 RESULTS
5.1 Panel Demographics
The following tables display aggregated demographic charac-
teristics of the panelists. Table 1 indicates the age range of the
panel of experts. The two major age groups, 45 to 54 and 55 to
64, indicate that individuals with years of experience in busi-
ness management and leadership roles are typically those who
lead ERP implementation projects in SMEs [42].
Table 1
Panelists’ Age Range (N = 42)
The second characteristic of the panel of experts we as-
sessed was gender. The demographic data showed a dispro-
portionately large percentage of male panelists compared to
female panelists. These results may reflect the gender gap in
the manufacturing industry. Along with mining, construction,
and agriculture, the manufacturing industry shows some of
the highest levels of industrial segregation in the United States
in terms of gender [70].
Table 2
Panelists’ Gender (N = 42)
The third panelist characteristic was years of experience.
Regarding the years of experience of the panelists, more than
two thirds of the panelists had more than 10 years of ERP im-
plementation experience. The data indicated that the expert
panel had extensive ERP implementation experience and rep-
resented a tenured group of manufacturing consultants.
Table 3
Panelists’ Years of Experience (N = 42)
The fourth panelist characteristic was highest education
level. More than 80% (34) of the participants held a master’s
degree. One reason may be due to the financial, operational,
and technological acumen required to implement an ERP solu-
tion successfully. As Jensen [71] noted, consultants are con-
tinually furthering their education to share their knowledge
with clients during ERP implementations and organizational
change initiatives.
Table 4
Panelists’ Highest Education Level (N = 42)
The fifth panelist characteristic was the number of imple-
mentations the participants completed in SMEs. Due to the
nature of some of the screening questions that required the
participants to have at least 5 years of experience implement-
ing ERP solutions, roughly 85% of the participants had per-
formed at least six implementations in SMEs.
Table 5
Participants’ Implementations Completed in Small and Medium
Manufacturing Environments (N = 42)
Age
N
%
21 and under
0
0.00
22 to 34
2
4.76
35 to 44
6
14.29
45 to 54
15
35.71
55 to 64
16
38.10
65 and over
3
7.14
Gender
N
%
Male
32
76.19
Female
10
23.81
Years
N
%
5 to 10 years
8
19.05
11 to 15 years
22
52.38
16 to 20 years
4
9.52
21 years or more
8
19.05
Education
N
%
High school diploma
0
0.00
Bachelor’s degree
8
19.05
Master’s degree
34
80.95
Doctoral degree
0
0.00
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The sixth panelist characteristic was the participants’ geo-
graphic region. With the highest percentage of panelists im-
plementing ERP solutions in the Midwest, the data show that
manufacturing organizations in this region of the United
States are still investing in their operations, although research-
ers have noted declines in production in the industrial Mid-
west [72].
Table 6
Participants’ Geographic Region (N = 42)
5.2 Narrative Results
Out of the 18 narrative responses received, five common
themes were identified: (a) rewards and recognition, (b) realis-
tic project scope, (c) extensive testing and sign-off (d) defined
roles and responsibilities, and (e) extensive end-user training.
Due to the high frequencies of the rated critical success factors
in the survey, the suggested critical success factors were not
moved to Round 2.
5.3 Internal Consistency Reliability
Upon completing Round 2, Cronbach’s alpha was used to test
the internal consistency reliability of the multipoint Likert
scale. In this round, the value of 0.8 exceeded the acceptable
reliability coefficient of 0.7 [67]. Cronbach’s alpha measure
indicated that overall, the Round 2 survey items were 80%
reliable for rating the desirability and feasibility of the critical
success factors identified in the study. Because Cronbach’s
alpha does not measure consistency and stability over time,
Cronbach’s alpha was also used to test internal reliability in
Round 3 [73].
In Round 3, the remaining eight critical success factors were
analyzed. Referring back to the initial plan to include the me-
dian score with the percentage agreement, the median score
became the tie-breaker for the research question and both
subquestions. In reviewing Cronbach’s alpha, similar to
Round 2, overall the Round 3 items were 80% reliable for rat-
ing the desirability and feasibility of the critical success fac-
tors.
5.4 Round 1
The responses indicated that quality management and de-
tailed data migration plan and readiness were the most desir-
able critical success factors followed by top management sup-
port and commitment. The panelists reached 100% consensus
in regard to desirability on quality management, detailed data
migration plan and readiness, and top management support.
Of the 22 most desirable critical success factors rated in Round
1, the critical success factors moved to Round 2 were: (a) cul-
tural change readiness, (b) top management support and
commitment, (c) ERP fit with the organization, (d) business
process reengineering, (e) quality management, (f) detailed
data migration plan, (g) small internal team of the best em-
ployees, (h) open and honest communication, (i) contingency
plans, and (j) user feedback usage.
5.5 Round 2
Based on the results of the analysis of the Round 2 data, only
the top two percentages of 75% or higher on both the desira-
bility and feasibility scales were moved to Round 3. As in
Round 1, top management support and commitment was the
critical success factor with the highest consensus. When in-
cluding feasibility in the survey, the consensus increased for
the two factors of ERP fit in the organization and small inter-
nal team of the best employees. These two factors are directly
connected to the top management support and commitment
factor as leadership decisions directly affect the selection of the
ERP application and the forming of the project teams for the
implementation.
5.5 Round 3
All of the eight critical success factors met the threshold for
inclusion in the final list of critical success factors. Table 11
shows the results of Round 3. The consensus as to the desira-
bility and feasibility of the top critical success factor of top
management support and commitment remained the same
throughout all rounds of the study. Also, similar to Round 2,
ERP fit with the organization was of the highest rated critical
success factors in Round 3.
5.6 Consensus Reached
Research Subquestion 1 pertained to the level of desirability of
critical success factors in ERP implementations. The original
cutoff for consensus was set at 75% based on the literature
[64]; however, because there was a high level of consensus for
all eight critical success factors, we increased the cutoff to 90%.
The panelists reached 90% consensus on the level of
desirability of the following five critical success factors: (a)
cultural change readiness, (b) top management support and
commitment, (c) ERP fit with the organization, (d) quality
management, and (e) a small internal team of the best
employees. The panelists reached 100% consensus on
desirability for both top management support and
commitment and ERP fit with the organization. Top
management support and commitment had the highest
median of 5.00, resulting in the factor with the highest level of
Number of implementations
N
%
1 to 5
6
14.29
6 to 10
18
42.86
11 to 15
7
16.67
16 to 20
6
14.29
20 or more
5
11.90
Region
N
%
Northeast
11
26.19
Midwest
13
30.95
Southeast
6
14.29
Southwest
4
9.52
West
8
19.05
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consensus on desirability.
Research Subquestion 2 pertained to the level of feasibility
of critical success factors in ERP implementations. As with
desirability, the panelists reached 100% consensus on
feasibility for both top management support and commitment
and ERP fit with the organization. The median score was 5.00
for top management support and commitment, indicating this
factor had the highest level of consensus for feasibility.
Consistent with the approach used for desiraability, we
increased the cutoff for consensus on feasibility to 90%. The
panelists reached 90% consensus on feasibility of the following
four critical success factors: (a) top management support and
commitment, (b) ERP fit with the organization, (c) quality
management, and (d) a small internal team of the best
employees.
The primary research question pertained to the level of de-
sirability and feasibility of critical success factors in ERP im-
plementations. The four critical success factors on which the
expert panelists reached 90% consensus on the levels of
desirability and feasibility are: (a) top management support
and commitment, (b) ERP fit with the organization, (c) quality
management, and (d) a small internal team of the best
employees. Top management support and commitment was
the critical success factor with the highest consensus for
desirability and feasibility, followed closely by ERP fit with
the organization.
6 DISCUSSION
The responses from the expert panel of manufacturing con-
sultants align with the body of literature. Leadership support
is a CSF on which many researchers have reached a consensus
[12], [74]. The panel of ERP manufacturing experts found it
desirable and feasible to have top management support and
commitment to successfully implement a solution in SMEs. In
defining top management support and commitment as the
company-wide support of empowered decision makers, lead-
ers should not view an ERP implementation as a technology
project; rather, they should view it as a strategic company ini-
tiative. Although the study results converge with the body of
literature, researchers have differing views on leadership ap-
proaches to implement during times of organizational change.
Although cultural change readiness met the minimum level
of desirability, this CSF did not meet the minimum feasibility
criteria in the final round; however, cultural change readiness
was also aligned with top management support and commit-
ment. Leaders may need to assess the risks associated with
large organizational changes as well as undertake a cultural
assessment before embarking on a large project. Because the
level of change involved in an ERP implementation, some
leaders encounter resistance from their workforce, which may
require a change in leadership approach [28], [61]. Leadership
effectiveness increases the probability of an organization to
change [75]. Researchers have stated that there is not a ―one-
size-fits-all‖ change management approach [76]. Although
many researchers have argued for transformational leadership
as the preferred approach over transactional leadership [77],
transactional leadership still has its place in organizational
environments.
In some business environments, employees will be
empowered by the transformational leadership characteristics
the project provides through the means of decision-making
opportunities [28], while other employee populations will look
to be rewarded for participating in the change initiative [20].
Cullinane, Bosak, Flood, and Demerouti [78] stated that stand-
ardized, lean practices could lead to reduced job enrichment
and engagement among employees. Maas et al. [18] argued
against Cullinane et al.’s finding by indicating that reduced
job enrichment and engagement could be mitigated by engag-
ing employees in the implementation of these business process
reengineering and lean initiatives. Validating Maas et al.’s
finding, Chow [79] found that employees are empowered and
motivated to make a positive impact on the organization, lead-
ing to increased innovation and creativity in the workplace.
6.1 Small Internal Team of the Best Employees
In creating cross-functional teams of the organization’s best
employees, leaders can harness the innovative thoughts of the
employee base to build ideas organically and create a
knowledge-sharing environment. The literature indicates that
having a servant leadership style can enable leaders to help
employees contribute to the overall organizational vision [80].
Researchers have found that servant leaders are more empa-
thetic and incorporate EI, which enables them to enhance their
leadership competencies by promoting the strengths of others
[81]. In tying the small internal team of the organization’s best
employees with open and transparent communication, em-
ployee decision-making can be increased by developing com-
munication channels of information. In providing these small
teams with tools to be successful, leaders can assist their em-
ployees in making decisions that benefit all parties, including
the organization by displaying open, honest communication.
When composing a group of the organization’s best em-
ployees, leaders could also assess the leadership competencies
of each group member. Shared leadership enables team
members to express their different abilities and opinion in a
decision-making process, enabling different decision-making
styles to be demonstrated by individuals [82]. By instituting
shared leadership practices, leaders of organizations can in-
crease the trust, collaboration, and autonomy among team
members, even after a project or initiative is complete.
6.2 ERP Fit with the Organization
Technology has enabled increased communication and visibil-
ity among organizations, resulting in a shift in managerial
approaches to remain competitive in their respective markets.
Current study findings align with the literature. In a survey of
169 IT leaders regarding users’ resistance to enterprise appli-
cations, Joia et al. [20] concluded that leaders could mitigate
this resistance by ensuring that the applications are well de-
signed, are easy to use, and have simple interfaces. To ensure
ERP fit within an organization, leaders and software providers
have incorporated collective intelligence by creating new func-
tionality within the new ERP application. This collaborative
approach has led to increased user satisfaction and adoption
of the new technology.
When culture is perceived as organizational core values,
assumptions, and interpretations, the link between employees
and culture is apparent [27]. Leaders may introduce strategies
and goals, but followers refine and make the strategies rele-
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vant. Leaders who can adapt this form of thinking will attrib-
ute organizational success to positive group norms and will
form normative ties with employees [28]. In the body of re-
search literature, although the leadership approaches have
been successfully implemented in a variety of environments,
the selected approach depends upon the objective.
Trust, an often-overlooked component to successfully im-
plement change, is a critical factor among all stakeholders. For
effective relationships to be created, nurtured, and propagat-
ed, trust must be distributed within the organization to build
team spirit by demonstrating open and transparent communi-
cation throughout the project lifecycle. Leaders should foster
an atmosphere in which trust and respect thrive and innova-
tion flourishes in building a learning organization which is
necessary for sustainable development. To make a positive
impact on the corporation’s environment and community,
leaders of organizations must first assess the key variables for
success before acting upon the organizational change initia-
tive.
6.3 Quality Management and a Detailed Migration Plan
The current study findings converge with the literature. To
address the issue that technological fit alone will lead to a
competitive advantage for leaders of organizations, Goodhue
and Thompson [83] created a task-technology fit (TTF) model
to ensure a positive influence on individual performance.
Goodhue and Thompson created an instrument to measure
eight factors: (a) data quality, (b) locatability, (c) authorization,
(d) compatibility, (e) timeliness, (f) reliability, (g) ease of train-
ing, and (h) relationship. The current study findings about the
critical success factors of detailed data migration plan and
quality management fit into the data quality factor Goodhue
and Thompson measured.
Tripathi and Jigeesh [84] used the TTF model to evaluate
the fit and adoption of a cloud computing solution in an or-
ganization, concluding that if leaders of organizations institute
a detailed data migration plan that includes audits throughout
the data cleansing and conversion process, users of the organ-
ization could incur a high level of data quality in the business
application, resulting in an increase in productivity. Although
the TTF model has been modified or used in conjunction with
other models such as technology acceptance model (TAM) and
the unified theory of acceptance and use of technology
(UTAUT) model, researchers continue to use the TTF model in
studies to measure system fit, usage, and performance in the
workplace.
Of the eight critical success factors rated for desirability and
feasibility in the final round, only two focused on the techno-
logical aspect: ERP fit with the organization and a detailed
migration plan. Given the remaining six factors—cultural
change readiness, ERP fit with the organization, business pro-
cess reengineering, quality management, a small team of the
best employees, and open and transparent communication—
focused on people or process, the current study findings could
have a positive influence on social change by applying these
critical success factors to any organizational change initiative.
7 LIMITATIONS AND RECOMMENDATIONS
7.1 Limitations
Due to the iterative nature of Delphi studies, attrition is
always a risk. Although there were no indications that the
panelists dropped out of the study due to its duration, the
voluntary nature of the study limited understanding the
reasons panelists dropped out of subsequent rounds of the
study. Another limitation of the study was the original
consensus threshold, which was set at 75% based on the
literature [64]. The high level of consensus for the eight
critical success factors in Round 3 led to increasing the cutoff
to 90% for desirability and feasibility to determine which
critical success factors were the most desirable and feasible
among the panelists.
Although the panelists met the selection criteria, the selec-
tion of ERP manufacturing consultants could have been too
narrow of a scope. Given individuals such as project manag-
ers may have previous consulting experience, the blending of
the consulting and project manager roles in the study may
have provided a different perspective, resulting in the identifi-
cation of new critical success factors in Round 1. Additionally,
the self-selected expert panel of ERP manufacturing consult-
ants in the United States did not include ERP manufacturing
consultants from any other geographical area. Selecting ERP
manufacturing consultants from other geographical areas may
have produced different results due to varying cultures, work
environments, and leadership styles. García-Sánchez and Pé-
rez-Bernal [85] found that in countries such as China and Mex-
ico, leaders do not use decision support systems such as ERP
applications; rather, leaders follow their cultural traditions of
experience and intuition to make business decisions. With
leaders in some countries facing difficulty implementing
western technologies due to technological infrastructure or the
skill level of the employee base, Avison and Malaurent [86]
cautioned consultants and software vendors to be aware of
cultural differences in other countries.
We used an established list of 22 consolidated critical suc-
cess factors to conduct the survey. Although we allowed the
expert panel of ERP manufacturing consultants to provide
additional factors not outlined in the survey, there was the
potential risk of influence given we provided the panelists
with a list of critical success factors. Given the comments were
not mandatory, the comments may not have reflected the
thoughts of the panelists in the study. The methods used
should be transferrable not only in ERP implementations, but
for non-ERP projects as well such as LMSs or CRM applica-
tions.
7.2 Recommendations for Further Research
The Delphi study was limited by the experience and expertise
of the panelists. The study is also limited by the application of
a modified qualitative Delphi approach. This limitation could
be addressed by implementing a quantitative or mixed meth-
ods Delphi approach, or a design different from Delphi. A
quantitative or mixed methods approach for the current Del-
phi study could expand the scope of the panel to a more het-
erogeneous group, such as project managers, end users, and
the organization’s implementation teams. This approach may
provide additional insight to the cultural or organizational
challenges different groups face throughout the implementa-
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tion lifecycle.
Christensen and Raynor [87] identified three purposes of
theories: (a) to pinpoint causation, (b) to move toward
predictability, and (c) to assist in analyzing successes and fail-
ures. Prior qualitative research has generated theories perti-
nent to organizational environments [88]. In the literature, the
common theory cited among ERP critical success factors is
DeLone and McLean’s information systems (IS) success model
[89]. The DeLone and McLean IS success model is the most
adopted and most cited theory in information systems re-
search [90]. DeLone and McLean [91] provided an update to
their original model to respond to the change and progression
that occurred across the IS landscape after the publication of
their seminal work. Researchers have updated the DeLone
and McLean model with various modifications to fit different
information systems’ environments and cultures. Along with
DeLone and McLean’s update to the model, other commonly
cited studies focused on the respecification and extension of
the DeLone and McLean success model. Although researchers
who refuted the original model aimed to provide more theo-
retically sound studies, the DeLone and McLean model [89]
continues to outperform the modified models [90], [91].
In addition to the various theories that have been used to
measure ERP the success of ERP implementations in small and
medium environments, many models were identified. Models
such as petri nets, decision trees, fuzzy cognitive maps, and
causal models have been used to measure critical success fac-
tors by modelling the interrelations with people, processes,
and technology [52], but the balanced scorecard model was the
most cited model in the literature [92]. Although it is used to
monitor financial and business processes, the balanced score-
card model could be used in ERP implementations to align the
vision, objectives, and measures of an organization through-
out an ERP implementation lifecycle [92]. First introduced by
Kaplan and Norton [93], the scorecard model could also be
used in ERP implementations to define the multi-dimensional
features and potential effects throughout the entire project
lifecycle. Shen et al. [92] concluded that because the primary
objective for a balanced scorecard is transform the visions of
leaders of an organization into strategies and measures, using
the balanced scorecard as a tool to build strategic processes,
objectives, and measures takes a slightly different approach as
successfully implementing ERP applications.
As the implementation base for ERP integrations such as
blockchain technology continue to grow, the critical success
factors outlined in this study may require reassessment for
small and medium manufacturing enterprises. With this
study focusing on internal commitment, collaboration, ac-
countability, and trust, additional research may be required to
assess the validity of existing critical success factors when an
organization includes additional business partners and appli-
cations into the implementation.
Because small and medium enterprises make up a large
portion of the employer firms in the United States, an
additional analysis that focuses on this population may be
required given their constraints compared to large enterprises.
Small and medium enterprises may face greater challenges in
adopting technology as compared to large enterprises [94].
Because most ERP research has been focused on large enter-
prises [17], [18], studies that focus on small and medium en-
terprises outside of the manufacturing industry may benefit
other organizations. Given leaders of firms will most likely
take part in only a few ERP implementations during their ca-
reer, reviewing the results of firms regardless of industry may
assist in alleviating potential issues that may arise during an
implementation.
7.2 Recommendations for Application
The current study supported and expanded upon the litera-
ture on the critical success factors in ERP implementations in
small and medium manufacturing enterprises. Researchers
concluded when top management works closely with ERP
users, the communication between business groups is
enhanced, and conflict resolution becomes attainable [13].
Iveroth [95] stated that leaders of organizations should invest
at least 50% of the budget of a technology project for establish-
ing future state processes, training, education, and communi-
cation. To remain competitive in the market, firms must pro-
vide open, transparent communication and structures to
spawn innovation. By maintaining close relationships inter-
nally as well as externally, all stakeholders involved will be
able to assist in the innovation of the products and services of
a technology and professional services organization.
Expert panelists in this study identified leadership compe-
tencies needed to successfully implement these applications.
During ERP implementations, personnel within organizations
require process changes, leadership, and change management.
During this process, leaders should build learning organiza-
tions. Learning organizations are organizations with individ-
uals who focus on: (a) a shared vision, (b) systems thinking, (c)
mental models, (d) team learning, and (e) personal mastery
[96]. In creating learning organizations during times of
change, employees are empowered to learn, creating a larger
probability for employees to embrace change. Additionally,
learning organizations enable stakeholders to remain current
on technological advances, providing benefits to both the in-
dividual and the organization [97]. Using these characteristics
during times of change within an organization may provide
immense benefits by harnessing innovative and creative ideas
that can be implemented in new organizational processes and
procedures.
With a decentralized decision-making model, the critical
success factors identified in this study move outside of an or-
ganization’s four walls [98]. With ERP blockchain integra-
tions, transactions are visible to all network participants, in-
creasing the auditability, trust, and increasing the confidence
in the data [11]. As time and volume make the blockchain
ledger more secure, more users within organizations may
begin to transact immediate contracts, orders, and payments,
essentially eliminating payment terms and increasing cash
flow [30]. Similar to the introduction of cloud computing, 3-D
printing, Industry 4.0, and IoT, it comes down to education
and knowledge sharing of blockchain capabilities before it is
universally adopted.
6 CONCLUSION
Although very little research has been performed on the topic,
ERP applications can enable leaders to improve their triple
bottom line (TBL). By providing visibility throughout a firm’s
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global supply chain, these applications can track the usage of
raw materials and ensure all the firm's facilities are remaining
environmentally responsible. For the people perspective of
the TBL, researchers have found that the implementation
phase of ERP applications have led to empowerment, job en-
richment, and innovative behavior [18]. Finally, given ERP
applications integrate the operational and financial functions
of an organization, research has shown that 80% of the For-
tune 500 companies have implemented these solutions for im-
proved decision-making and higher profitability [18]. By lev-
eraging ERP applications, leaders can promote positive social
change by providing additional job opportunities and higher
wages due to increased efficiencies.
While we focused on ERP implementations in small and
medium manufacturing environments in this study, the re-
sults can have a positive impact on social change in other in-
dustries such as healthcare, hospitality, and education. Alt-
hough the applications in these industries have different func-
tions and serve different purposes, the critical success factors
outlined in this study could also be applied to hospitality
management systems, healthcare management systems, and
learning management systems. Also, because the industries
previously mentioned operate in different environments and
cultures than manufacturers, the unconventional view of
software implementations as it pertains to small and medium
manufacturing could also lead to positive social change by
viewing the software implementation through a different lens.
When embarking on a large endeavor such as an ERP im-
plementation, leaders of organizations may encounter re-
sistance when implementing change. These leaders should
recognize ways employees could embrace change to mitigate
the risk of failed implementations. With some organizations
expanding across the country and the world, firms also expe-
rience differing environmental cultures. Latta [99] outlined
the importance of identifying subcultures within an organiza-
tion’s system where resistance may arise. To validate this
finding, an American manufacturer that expanded to Spain
uncovered that out of the top five challenges within the new
facility, employee resistance to change was tied for first along
with the lack of technical knowledge of the employee base
[100]. During times of change, employees look back on previ-
ous experiences, and poor change management history
(PCMH) can influence employee perceptions of organizational
change [100]. With this finding, leaders must look outside of
conventional leadership methods to alleviate the risk of re-
sistance. By becoming proactive in the identification of re-
sistance, the adoption of change can uncover the advantages
among stakeholders within the organization.
Trust is a critical factor among all stakeholders, yet it is of-
ten overlooked when implementing change. For effective rela-
tionships to be created, nurtured, and propagated, trust must
be distributed within the organization to build team spirit
[101]. Leaders should foster an atmosphere in which trust and
respect thrive and innovation flourishes in building a learning
organization which is necessary for sustainable development.
To make a positive influence on the corporation’s environment
and community, leaders of organizations much first assess the
key variables for success before acting upon the organizational
change initiative.
Regardless of the approach, providing transparency at the
departmental level to gain buy-in to implement change at that
level and will encourage input from lower level personnel
during the change initiative. Once the change is rolled out at
the organizational level, leaders can create a holistic, organic
environment that leads to innovative actions and decision-
making. When cultural change is perceived as an organiza-
tion’s core values, assumptions, and interpretations, the link
between employees and culture is apparent. Leaders may
introduce strategies and goals, but followers refine these strat-
egies and make them relevant. Furthermore, leaders who can
adapt this form of thinking will undoubtedly attribute organi-
zational success to positive group norms and will form
normative ties with employees [102]. In reviewing the litera-
ture, although the leadership approaches have been
successfully implemented in a variety of environments, the
selected approach depends upon the objective.
The goal of this modified Delphi study was to reach a con-
sensus among a group of experts as to the desirability and
feasibility of critical success factors in ERP implementations in
the United States. Of the original 22 critical success factors in
Round 1, the panel of experts reached 90% consensus on the
level of desirability and feasibility on four critical success
factors: (a) top management support and commitment, (b)
ERP fit with the organization, (c) quality management, and (d)
a small internal team of the best employees. Top management
support and commitment had the highest consensus, followed
closely by ERP fit with the organization.
Leaders typically refer to their cognitive abilities to make
decisions, and ERP applications could assist them in making
those decisions typically performed with the lack of
information. Although many users utilize Excel spreadsheets
and disparate systems, by installing a system that brings all
data into one centralized application, leaders, teams, and
departments would be able to collaborate, share data, and
make better-informed decisions.
The results of the study are important to the fields of
leadership and enterprise applications as the findings build on
the body of knowledge for both disciplines. Regardless of the
size of the organization, knowledge sharing is important both
upstream and downstream. Leaders can benefit from this
study to applying the new knowledge from this study within
their organizations during times of change. Practitioners in
the ERP industry can benefit from this study’s findings by
applying approaches outlined during ERP implementations to
mitigate risk during these engagements.
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