Popular Enterprise Resource Planning (ERP) system implementation methods focus on process requirements, system transition, user interface, help desk, and training issues. This research suggests that unless high-level management places equal emphasis on "people oriented" factors (especially at the middle management level) many ERP implementation projects are in jeopardy. Without the commitment of middle management and a proactive change management function, project planning and milestone development can easily become bogged down by political trivialities, which can stall the implementation cycle of a project. The research focuses on two ERP implementations. In both cases middle management served as the unit of analysis.
Sommer, Rainer A.
"Why is Middle Management in Conflict with ERP?,"
Journal of International Information Management: Vol. 11
, Article 3.
Available at: http://scholarworks.lib.csusb.edu/jiim/vol11/iss2/3