Abstract
Enterprise Resource Planning (ERP) systems have long been known for their significant impact on adopting companies, irrespective of size and industry. To better understand and maximise the positive impacts, ERP research has mostly focused on the selection, evaluation and implementation stages. However, the failure rates indicate that post-implementation is another essential stage for the success of ERP projects (Markus et al., 2000). Based on a qualitative research design using a case-study methodology, this study investigates the determinants of ERP assimilation success during the post-implementation stage. This paper compares three Canadian manufacturing companies and presents the lessons learned from this analysis.
