Impacts of business vision, top management support, and external expertise on ERP success

Purpose This study investigates the impact of such contingency factors as top management support, business vision, and external expertise, on the one hand, and ERP system success, on the other. Design/methodology/approach A conceptual model was developed and relevant hypotheses formulated. Surveys were conducted in two Northern European countries and a structural equation modeling technique was used to analyze the data. Originality/value It is argued that ERP systems are different from other IT implementations; as such, there is a need to provide insights as to how the aforementioned factors play out in the context of ERP system success evaluations for adopting organizations. As was predicted, the results showed that the three contingency factors positively influence ERP system success. More importantly, the relative importance of quality external expertise over the other two factors for ERP initiatives was underscored. The implications of the findings for both practitioners and researchers are discussed.