There are only a few researches that focus on Enterprise Resource Planning (ERP) and its effects on cross-functional integration and none of them have stated clearly and comprehensively what is needed to be done to let ERP reach its full potential on enhancing cross-functional integration level. This research aims to identify answers on why some ERP user organizations are successful in promoting cross-functional integration, while the others are not? Is Critical Success Factors (CSF) the root cause of different levels of firm cross-functional integration after ERP implementation? If yes, how they are put into practice so that they will enhance cross-functional integration. Multiple-case studies with in-depth interview techniques are used with 55 respondents, either ERP consultants or representatives from ERP user organizations. As a result of this study, the definition of ERP success in cross-functional integration is proposed. Moreover, this qualitative research shows that it is the individuals who are “change agents” that drive the ERP project to its full potential of unifying cross-functional departments. In addition, the pattern of characteristics of change agents and the empowering factors that can strengthen their capability are discovered. Furthermore, the study allows us to gain more insight into how organization have practically done to sustain or even improve cross-functional integration through ERP systems over time. The findings of this research should trigger the new dimension of further development of theory about the relationship between ERP system and organization behaviour and the further research on sustainability factors that could improve organization performance through ERP usage.

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Wongchotewiriyakit, S. & Ractham, V. (2018). ERP critical success factors-roles and impact on promoting cross functional integration. International Journal of Business and Administrative Studies, 4(4), 146-159. doi: https://dx.doi.org/10.20469/ijbas.4.10002-4