Researchers have begun to identify the success factors associated with successful ERP system implementations. Early research into ERP implementation success factors (e.g. Holland and Light, 1999; Jarrar et al., 2000; Grabski et al., 2001; Somers and Background to the Study and Review of Prior Research Nelson, 2001; Akkermans and van Helden, 2002) generated lists of factors but did not provide any guidance as to whether all the factors were needed, or if all the factors needed to be used with the same level of effort. More recently, Aloini et al. (2007), emphasising the importance of organizations focusing on ways to make their ERP implementation successful, looked at different approaches taken in the literature and compared them from a risk management point of view to highlight the key risk of failure factors and their potential impact on ERP projects success. Grabski and Leech (2007) extended the research on control theory (e.g. Ouchi, 1979; Eisenhardt, 1985, 1989; Kirsch, 1996, 1997; Kirsch et al., 2002) through the use of the economic theory of complementarities (see Milgrom and Roberts, 1990, 1994, 1995). The basic issue they explored was the limitation of a portfolio of controls that were hypothesised to be used in a singular fashion when complex projects demanded the use of multiple techniques simultaneously. They examined the risks and controls associated with ERP system implementations and developed critical success factors that when used together enhanced the outcomes. They found that all the factors were necessary, and that no one factor by itself was sufficient for a successful implementation. Based upon a survey of organizations that implemented ERP systems, they were able to aggregate the specific individual factors identified in the prior research into five overarching factors: 1. project management, 2. change management, 3. alignment of the business with the information system, 4. oversight (internal audit) activities and 5. consultant and planning activities. Numerous controls exist within each of the five overarching categories (and some controls applied across categories, consistent with the theory of complementarity). As a result, we now have a better understanding of the complexities associated with successful ERP implementations and why some organizations, while on the surface appear to be doing the prescribed steps, are missing out on important processes.
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