Organizational Fit and Contingency Factors in the Implementation of ERP Projects in Bahrain

Abstract

Previous research found cultural differences as the primary driver for successful ERP adoption. The adoption of ERP has been rather prevalent in developed countries. This study examines how implementation and organizational fit affect ERP project success in Bahrain, a developing country. This paper looks at the ERP organizational fit (process fit, data fit, and user interface fit), ERP implementation risks (process adaptation, ERP adaptation, and organizational resistance), and ERP implementation success factors (cost/time and performance/benefit). The information was gathered from 78 respondents actively involved in the ERP implementation process. The results showed that organizational fit, process adaptation, training, and the success of an ERP project all strongly link to each other. It was found that there was a small link between traditional success factors like organizational resistance and the success of an ERP project. Based on the results of this study, ERP project managers and top management should look at how well their business and the ERP system they want to use match up. ERP implementation and process adaptation should be measured and managed well to minimize business disruptions and user resistance. Project managers need to minimize business disruptions and user resistance to evaluate the organizational fit of ERP based on its relevance.