Author(s) | Theoretical Foundation | Methodology | Main Findings | |||
Qualitative studies | ||||||
| Organizational benefits from enterprise systems model | Content analysis | Good fit leads to better firm performance. | |||
| Dialectic model of organizational change process | Conceptual analysis | Categorizing ERP implementation conflicts (misfits). | |||
| Critical realism. Grounded theory. | Case study | Six misfit domains (functionality, data, usability, role, control and organizational culture) | |||
| Updated IS success model | Case study | A 9D (nine dimensions) ERP evaluation framework is proposed to explore ERP misfit. | |||
| Conceptual framework for ERP customization | Case study | Connecting different types of customization and different categories of misfits. | |||
| Misfit analytical framework. | Case study | The proposed framework can distinguish actual from perceived misfits. | |||
| Diffusion of innovation theory | Case study | Alignment gap between ERP systems and business is a key factor to receive ERP benefits. | |||
| Dialectic motor of change | Case study | Core teams and consulting relationships address configuration knowledge barriers. User training and phased implementation overcome assimilation knowledge barriers. | |||
| Conceptual framework | Conceptual analysis | Proposing a framework for choosing BPR or customization. | |||
| A stage view of ERP implementation | Case study | Different types of misfits are categorized into different stage of ERP implementation. | |||
| N.A. | Case study | Exploring the reasons of high customization | |||
Quantitative studies | ||||||
| Social Shaping of Technology Perspective | Survey of 85 ERP using firms in Taiwan | Country of origin of ERP package, consultant quality, and top management support could alleviate misfit problems. | |||
| Literature related to fit | Survey of 34 ERP using firms | Good fit may lead to ERP implementation success. | |||
| ERP implementation lifecycle models | Survey of 144 ERP users | Fit between ERP (packages vendors, implementation partners) and organization needs affects time and budget of ERP implementation. | |||
| Task-Technology Fit theory | Survey of 305 ERP users in Malaysia | System modification could more effectively solve deeper layer of ERP misfits. Surface layer misfits are more appropriate to be resolved through changes in business practices. | |||