We analyzed the role played by different module types that influence the time spent on an ERP implementation. By using the concept of interdependences together with organizational integration theory, we distinguished between business-support and value-chain modules and affirmed that their respective implementation times would differ. We also highlighted the existence of time-savings and facilitator mechanisms that could reduce the total elapsed time for an ERP implementation with these module types. We found empirical support for our hypotheses by using data from 141 organizations and using econometric duration models. Through contextual, organizational, and project specific controls, our results lead us to the conclusion that value-chain modules take longer than business-support modules to implement. Furthermore, we found empirical evidence of time-savings and facilitator mechanisms in the ERP implementation process.
['Lluís Santamaría-Sánchez', 'Manuel Núñez-Nickel', 'Susana Gago-Rodríguez']
The role played by interdependences in ERP implementations: An empirical analysis of critical factors that minimize elapsed time