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SAP-ERP Implementation: Change Management Model using Qualitative Approach


Muhammad Umar, Nawar Khan, Mutaba Hassan Agha, Muhammad Abbas


Vol. 16  No. 6  pp. 9-13


Research reports provide evidence of high failure rates of Enterprise Resource Planning (ERP) implementation projects in terms of cost overrun, schedule overrun and failure to achieve desired objectives. One of the core identified reason is unwanted attitude from the core business users during the ER-SAP implementation process. Unlike advanced countries, organizations in developing markets face distinct challenges for standard ERP implementation projects in managing change. A study that may thoroughly articulate critical issues and possible remedies in ER-SAP implementation in managing change is clearly missing in Pakistan’s case. And therefore, the aim of the study is to present a model based on market characteristics that can optimistically help the corporate sector in Pakistan while confronting country specific issue in managing change. Qualitative data has been collected using in-depth literature review and semi-structured interview from 20 different organizations of Pakistan.NVIVO-10 software has been used to analyze different themes obtained from the interview. The critical failure factors obtained from literature review and critical success factors obtained interviews were mapped and then finally based on frequency of occurrence of factors and the expert opinion 16-factors have been finalized. This study shall provide valuable guidelines for the recipient client organizations, ERP implementers, vendors and consultants in managing change during ERP implementation projects.


Change Management, Critical Factor, ERP Implementation, SAP