KnE Social Sciences

Published date: Jun 25 2025

Journal Title: KnE Social Sciences

Issue title: Brawijaya International Conference on Business Administration, Taxation, and Tourism (BICBATT 2024)

Pages: 49 - 66

DOI: 10.18502/kss.v10i13.18940

M. Al Musadieqmusadieq@ub.ac.idBusiness Administration Department, Brawijaya University

‎ RiyadiBusiness Administration Department, Brawijaya University

Teuku NoermanBusiness Administration Department, Brawijaya University

Ulul lababBusiness Administration Department, Brawijaya University

Nurohman FahroziBusiness Administration Department, Brawijaya University

Manager’s use of ERP Managers heavily use ERP to co-ordinate activities throughout an organization and to keep track of the performance of processes such as planning, inventory, finance and human resources. Although ERPs are acknowledged for enhancing efficiency and accountability, most of the literature that has focused on the success of implementing an ERP system has been limited to the implementation phase. There is a lack of studies after implementation which is less costly than implementation and greatly determines the achievement of future benefits and the performance of a system. The objective of this study was to find out the key factors with regard to transition stage of whether or not the implemented ERP system is successful or not successful. As indicated by previous studies, support in this stage is important, in particular system maintenance and cooperation between departments. Critical success factors identified are the operational or functional expertise of the internal ERP team, support of the senior management of the firm, end-users preparation, and integration between functions. Furthermore, the ERP systems will need to reflect and evolve with the business, including incorporating SCM to meet the changing organization’s needs. The model constructed by this study extends our ability to assess ERP success post-implementation, by adding dimensions. including competence groups, decision support systems and continuous system development. This study will make its theoretical contributions by closing the existing post-implementation gap in the literature and adding practical value to organizations interested in maximizing their investments in ERP systems beyond initial implementation.

Keywords: business organization, enterprise management, enterprise information system, ERP

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