Cross-Case Analysis of Top Management Characteristics and Enterprise Information System Success

Abstract

Although a large portion of the literature explains various supports by top management to enhance the overall success of the implementation of enterprise information systems, there remain some limitations in studies pertaining to how the characteristics of top management can have an influence on successful acquisition. The purpose of this paper is to investigate the effect of top management characteristics on the overall success of enterprise information systems. It aims to offer an in-depth understanding of the necessary characteristics through a cross-case analysis approach based on two contradictory government organizations in Saudi Arabia—one with successful implementation and the other with a failed enterprise resource planning system. The results expose various characteristics such as those related to business leadership and abilities and technological cognition and awareness. The results can be developed into a strategy to enhance awareness as well as top management participation.

The perspective of national ERP vendors in achieving ERP project success in government organisations: a case of Saudi Arabia

“…This may be due to significant differences between the government and private sector. In the private sector, top managers have a great deal of discretion over resource allocation, whereas the GCC government sector's legislation system limits the power of top management (Alkraiji, 2016). Hence, in this research context, national ERP vendors believe that top management is not of the top KIFs in government sector ERP projects although it is still critical for success.…”