Abstract:
An enterprise resource planning (ERP) system is a configurable information system that integrates
information and information-based processes within and across functional areas in an organization (Kumar
et al, 2000). Nowadays, many Sri Lankan Organizations tend to re-engineer their business processes by
adopting ERP systems considering the plenty of benefits it offers. Unfortunately, there are many tragedies
resulting from ERP failures too. Many researches are available on the technology aspects and success factors
of ERP projects. But “people factor” has been neglected or missed and its ability of influencing The failure
or the success of the ERP implementation has not been extensively discussed. This research is intended to
discuss the dynamics of people factors in ERP implementations in Sri Lanka.
Hasibua et al. (2012) reveals that end users’ interest and perception play a key role throughout the entire ERP
project cycle. Many pitfalls can be seen in client commitment (Wong et al, 2005), (Somers et al, 2001) and
(Rao, 2000). In general, they do not bother to submit project documents and give approvals, sign-offs on
time, to release payments without delays, to attend project review meetings and training sessions. Huang et
al. (2001) and Upadhyay et al. (2011) emphasized the importance of the commitment from the C-level
Officers towards the project success. As ERP consultants and clients have to work together during the full
cycle of the implementation with contradictory philosophies and complexities of the people-related
relationships, there is a need for further study into cultural aspects and implications of ERP systems. Culture
has various facets and culture is always a collective phenomenon which depends on attitudes, age, gender,
past experiences and knowledge of people. Although culture has inborn weaknesses and limitations, it is
important worth to have a good awareness on ERP implementations in different organizational settings and
in different cultural contexts.
