The acceptance of Enterprise Resource Planning (ERP) 
systems and financial performance of some research 
propositions   
Ayman Bazhair, UNE Business School 

 

Abstract  

The purpose of this research paper to present the synthesized theoretical and 
empirical literature to help in the development of propositions and suggestions 
of a research agenda on the acceptance of ERP systems and their link with 
financial performance, the paper develops the technology acceptance model 
(TAM) to synthesize relevant literature and to develop proposition for future 
research agendas. The proposition and the research agenda will provide an 
adequate explanation of the acceptance of ERP systems, and their possible 
association with financial performance of organizations. The literature does 
provide a canon of acceptance of ERP systems in relation to financial 
performance. This research provides a positive association between the 
acceptance of ERP systems and financial performance. Also, the use of TAM 
theory provides further insight into identifying the adoption factors of ERP. 

 

Introduction  

The use of the ERP systems and the ways in which the organizations adopt them has 
been widely researched (Li, 2010, Markus et al., 2000, McNurlin, 2001, Murphy and 
Simon, 2002, Plaza and Rohlf, 2008, Yeh and Pacis, 2005). The adoption process 
which the organization undertake seems to focus on the different types of needs of 
the user and the ways in which the organization is able to satisfy the needs of the 
user (Chen et al., 2008, Hsu and Weng, 2006, Longinidis and Gotzamani, 2009, 
McNurlin, 2001, Nehari-Talet and Agourram, 2008). However, the research focus of 
these issues seems to ignore one of the key concerns for any organization. This 
concern is based on a return on the investments which organizations undertaken 
during the adoption of any system by in particular ERP systems. The link between the 
financial performance and the adoption of the ERP systems seems to be unclear, as 
most of the research only focus on the so called ‘other’ need of the user and the 
organizations. However, the underlying fact remains that the adoption of ERP systems 
is linked to the ability of the organization to gain financial returns from the system, 
and any model, which does not take this fact into account is missing a significant link 
in the adoption process.  

This research paper investigates the link between the issues which the user faces 
with the financial performance of the organization during the adoption of ERP 
systems. One of the key values of this research is to suggest future research agenda 
for the ERP adoption research, which should take into account the tangible and 
intangible rewards of adopting the ERP systems. Ignoring the indirect and strategic 
benefits of the ERP adoption can be a critical mistake from managers, as they would 
not realize that they have missed a crucial benefit of the system. This research uses 
the technology acceptance model to understand the main components of the 
acceptance of new technologies such as ERP systems in organizations. However, the 
implementation of these systems is then balanced against the financial needs of the 
organizations to operate in a profit making environment. This would mean that the 
needs of the user are paramount; however the financial needs of the organization 
cannot be ignored if the adoption of the ERP is to be a success.  

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This research article aims to develop a deeper understanding of the theoretical and 
empirical literature on ERP adoption, and its link with the financial performance of the 
organization. The aim of the research is to propose a research agenda, which would 
provide adequate explanations of the adoption of ERP systems in organization, while 
also explaining and dissecting the financial needs of the organizations within the 
system development context. This has been identified as a major gap in the research 
area and this article attempts to bridge this gap. The structure of the paper is as 
follows. In section two, the theoretical underpinning of the ERP adoption are 
presented, which explain the link between ERP and the technology acceptance model. 
Section three of the paper examines the literature on ERP adoption within the context 
of the user needs and the financial needs of the organization. Section four analyses 
the literature, and proposes five main propositions to understand the dynamics of 
the link between financial performance and the ERP adoption in organizations. 
Section six of the paper presents the finding and conclusions of the research, and 
proposes that a balance between the financial needs of the organization with the 
user satisfaction needs to be achieved for the successful ERP adoption. One of the 
significant conclusions of the research is that the benefits the users receive from the 
implementation of ERP systems can also lead to financial performance increase, and 
therefore both the factors are interlocked and dependent on each other. A number of 
other possible significant propositions of the research suggest that the user training 
and education are also critical to the understanding of ERP implementation. Other 
issues such as change management also seem to be significantly important for a 
future research agenda on ERP implementation. A significant limitation of the 
research agenda of academics seems to be a lack of understanding of the link 
between the financial performance of the organization with the adoption of ERP, and 
this research articles attempts to examine these issues in more detail. 

 

Theoretical perspectives 

We propose the use of the technology acceptance model as a theoretical position, 
which can examine the acceptance of Enterprise Resource Planning (ERP) systems in 
organizations. A growing body of knowledge in the academic research seems to point 
out that the adoption of information technology and its utilization among users is 
based on the theory of technology acceptance model (TAM). TAM model is of the view 
that the perceived usefulness and ease of use of IT are the major determinants of the 
usage of new systems (Davis, 1989). Based on this original definition, it has been 
argued that the research on the acceptance of technology would need to address how 
the different variables affect the main variable of TAM, which are usefulness, ease of 
use attitude and user acceptance (Amoako-Gyampah and Salam, 2004). However, it 
appears that limited attention has been given by the literature on understanding the 
factors which have influenced the perceived usefulness and ease of use of these 
systems (Amoako-Gyampah and Salam, 2004). One of the most significant measures 
which has been used to measure the implementation success is the achieving of the 
intended use of information Technology (IT). The usage of the system not only 
respects the acceptance of the technology by user, but also links as a basis of the 
research on the behavioural issues and the use of IT (Amoako-Gyampah and Salam, 
2004).  

The technology acceptance model posits that the process of the diffusion of the 
system is closely associated with the way in which the innovations are viewed by the 
users (Davis, 1989). The diffusion of the system in an organizational environment, 
and will be based on the in which the adopters of the new can appreciate the changes 
in the system (Davis, 1989). The adoption process of a system could have a number 
of different stages, which people use to ensure that the system is fully part of the 
organizational environment (Bozarth, 2006, Chang et al., 2008, Chen et al., 2009). 
These adoption of new technologies, according to the technology acceptance model 
can be significantly important for organizations as they ensure that the user of the 
system is able to take up the use of the system in an efficient and effective manner, 

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leading to organizational benefits of the system (Chang et al., 2008, Chen et al., 
2008, Venkatesh et al., 2003). 

The perceived usefulness of a system, also has a direct relationship with the 
acceptance of the system ,and can directly influence the way in which the 
organizations can implement new systems (Dasgupta et al., 2002). The link between 
the acceptance of the technologies in the organization, and the way systems are 
implemented can lead to resistance of change issues, which users can find 
increasingly difficult to deal with, as [political issues as a well as institutional factors 
can influence this resistance of the systems (Demetriadis et al., 2003, Hu et al., 
2003). The way users accept the new technology is often also based on the political 
settings within the organization, and therefore can influence the perceived benefits 
of any new system (Calnan et al., 2005, Chen et al., 2007, Ronteltap et al., 2007). 
There is evidence to suggest the way in which the benefits are perceived is also 
linked to the response which users give to training and support for the new system, 
and therefore there is a need for proper communication to initiate and lower the 
possible resistance to change (Venkatesh et al., 2003, Amoako-Gyampah and Salam, 
2004).  

 Another key element of the Technology acceptance model is the way in which the 
financial performance is linked to the way in which new systems are adopted. The 
financial and economic benefits of adopting new systems have been established 
(Calnan et al., 2005, Bruhn, 2007). However, the costs of a lack of acceptance of new 
systems has also been mentioned as one of the most significant reason for a need for 
managers to be careful about the way in which the deal with the acceptance of new 
technologies, as the possible economic ramifications of the failure of technological 
systems can be significant (Crump et al., 1997, Tinker and Lansley, 2005). The 
negative impact of the failure of systems can be significant, especially in the modern 
era as organizations are increasingly using information systems to gain and sustain a 
competitive advantage, and as the systems are becoming the integral part of the 
information systems in the organization (Fisher and Howell, 2004, Wu et al., 2008). 
There issues are also important for managers, as they want to ensure that they are 
able to develop a deep understanding of the needs of their employees, and ensure 
that they put into practice those systems which motivate the employees, and can 
therefore improve the financial performance of the organization (Lapointe and Rivard, 
2006). 

 

Literature review and theoretical propositions 

The use of enterprise resource planning systems in different organizations has been 
widely researched. These studies, have in general examined ERP systems as 
encompassing a set of activities, which are based on the different kind of software’s 
and having an effect on managing the different resources of the organization in an 
effective manner (Chen et al., 2009). One critical importance of the system has been 
linked with the way the changing processes in the organization at the advent of 
information system have also led to the implementation of the ERP system in the 
organization. The ways in which the ERP systems are adopted are increasing 
important for organization, as they tend to invest large amounts into these systems, 
and expect a return in form of increased efficiency and effectiveness of the 
organizational actors (Daneva and Wieringa, 2008, Kusters et al., 2007, Kusters et al., 
2008). The implementation of these systems is also critical as the organizations seek 
to gain a sustainable competitive advantage from these systems, and they seek to 
ensure that the system implementation is carried out in a suitable manner (Kelle and 
Akbulut, 2005, Plaza and Rohlf, 2008). 

The financial and economic benefits of the ERP complementation have generally been 
one of the significant reason for the adoption of ERP system by organizations 
(Kusters et al., 2008, Plaza and Rohlf, 2008). However, the ways in which the 
employees and users of the system adopt are not always based on the cost factors 

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alone, and are dependent on a number of other issues. These issues have a 
significant link between the financial performance of the company and the different 
factors, which lead to the adoption of ERP system by the user (Chang et al., 2010, 
Hwang, 2011, Law and Ngai, 2007). The link between these ‘other’ factors and the 
financial performance of the organization has not been clearly addressed in the 
literature and this seems to be a significant gap in the literature. The link between 
the technology acceptance model and the conceptual model is also critically 
important, as the main issues in the theoretical model are some of the most 
important aspects of the TAM. This review of literature is based on testing a number 
of propositions, and to examine how these have been addressed in the literature, 
which aims to explain our research model (see figure 1): 

 

 

Figure 1: Model for Acceptance of ERP 

 

User Training and Education’s influence on perceived benefits of user 

One particular aspect of the adoption of technology in general, and the adoption of 
ERP in particular is the way in which the users have been able to adopt new 
technologies (Amoako-Gyampah, 2007, Chang et al., 2008, Chen et al., 2008, Hsu 
and Weng, 2006). The benefits that the user perceives from a particular system has, 
according to a number of studies been associated with the training that they receive 
and the level of education of the user (Noudoostbeni et al., 2009, Scott, 2005). The 
perceived benefits of the user who is adopting a new system are also linked with the 
needs of the senior managers in developing systems which are easier for users to 
use, and the cost effectiveness of the system is also increased with the less training 
required. The training and learning environment is no longer seen as a individual 
process, and the need for managers to establish collective learning and training 
session for ERP system have also been clearly established (Choi et al., 2007). For 
example, one reason was to examine the ways in which web based learning and 
training was substantially important for users, and the way they were able to improve 
their cognitive processes was also established (Choi et al., 2007). 

The user training is also important as a part of the technology acceptance model, as 
it allows the different components of the systems to be properly accepted by the 
different users. This in particular allows the users to ensure that they can use the 
system, and bring in financial benefits to the system (Venkatesh et al., 2003). This 
particular element of the system is also necessary as it would allow the different 
actors in the organization to work in unison, leading to significant improvements in 
the effectiveness of the organization. This particular view of TAM is also necessary as 
it can lead to many different ways in which the employees can react, and therefore 
the different aspects need to be taken into account (Bhattacherjee and Sanford, 2006, 
Yi et al., 2006). 

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Change Management and ERP Benefits for users 

Another critical factor that has been identified in the literature is the ways in which 
change management is dealt with by the senior management. Change management 
has been linked extensively with the (Bozarth, 2006, Cao and McHugh, 2005, Foster 
et al., 2008, Ghilan and Asme, 2009). One of the major issues the literature identifies 
in terms of change management is the way in which the user resists the new systems. 
The resistance to change theme has been prevalent in the early literature of ERP 
implementation, and has continued to be one of the recurring themes which has been 
regarded as important by the literature (Foster et al., 2008, Ghilan and Asme, 2009) . 
The human aspect of change management is related to the loss of jobs and lack of 
information regarding new systems, and this is true for any system as well as ERP 
systems (Stumm, 2006). The change management aspects of the system 
implementation not only examine the aspects of the perceived benefits for the 
organization, but also the user of the system. In many cases, research suggests that 
organizations are unwilling to implement a new system because of high level 
resistance. This resistance at the board or senior management levels was mostly due 
to the senior managers feeling insecure about their jobs or status, and therefore 
resisted changes in the organizational setup (Visoiu, 2005, Yeh and Pacis, 2005). 

Another significant aspect in the change management literature has compared the 
organizational as compared to the personal benefits that the users accrue due to the 
use of the new systems (Foster, 2006). In many cases today it is safe to assume that 
organizations have reconciled their issues with new systems, and there is wide 
spread acceptance of new systems as brining both structural as well efficiency 
benefits to the organizations (Ghilan and Asme, 2009, Yeh and Pacis, 2005). However, 
the main problems of user acceptance of new systems as a change initiative is at the 
cultural and behavioural level, where the user resists the change in a system because 
they feel insecure from the system, or unable to be properly training to use new and 
innovative systems (Foster et al., 2008, Luo et al., 2006). This human aspect of the 
change process is also critical as the user is the ultimate success factor for a ERP 
system, and can bring organization wide changes in the culture of the organization, 
which can lead to wider benefits for the organization (Stumm, 2006). However, it is 
difficult to examine the ways in which the change management process can be 
reconciled in the case of wider systems such as ERP, which creates a significant 
research gap for the academic literature. Another main issue which managers face 
when dealing with change management is that the reduction in the resistance to 
change can lead to significant organizational benefits, as the systems would be used 
in a more constructive manner (DeJoy, 2005). A positive behavioural approach of the 
working force in an organization will also mean that the efforts of the managers will 
be served on improving the system according to the organizational needs, and the 
human elements will not be a major issue of concern for the managers (DeJoy, 2005). 

Benefits for Organisation and Financial Performance 

The organizational benefits of ERP implementation have been widely discussed in the 
literature (Cheng and Wang, 2006, Hawking, 2003, Kolz and Isa, 2002, Legare, 2002, 
Wu et al., 2006). These benefits have generally been categorized into two main 
aspects being the tangible benefits and the intangible benefit. Tangible benefits are 
the direct reduction in costs, which have been brought about by the implementation 
of ERP systems in organizations (Hawking, 2003, Holsapple and Sena, 2005, Legare, 
2002, Wu et al., 2006). Particularly important for organization is to realize that the 
intangible benefits from a system are the most critical component of the ERP 
implementation(Murphy and Simon, 2002). Some of the intangible benefits of the 
system are based on issues such as reduced headcount of the organization, improved 
decision making of the organization, reduced number of complaints of the customers 
and the increased availability of the information to the managers using the ERP in 
organizations (Murphy and Simon, 2002). 

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The intrinsic value of the beneficiates which organizations realize are highly difficult 
to quantify in cases where the fast changing markets make it impossible to measure 
the benefits (Murphy and Simon, 2002). This creates new issues for organizations, as 
most are unsure about the true benefits of ERP systems. The intangible benefits from 
an ERP system have been categorized and based on the ongoing benefits and future 
benefits of the systems. The ongoing beneficiates of systems may be based on issues 
such as improvements to the processes, workflow and the information access that 
managers have in relation to a particular system (Murphy and Simon, 2002). Other 
ongoing benefits of ERP systems to the organization may be based on the level of 
customer services that they can deliver to the end user, which has a higher quality 
and support for the customer (Murphy and Simon, 2002). However, it is more difficult 
to measure for the organization is in relation to the future benefits of the system. 
These future benefits are not only hard to realize but also are hard to measure. For 
example one of the critical benefit of the ERP system has been to enable the 
organization to have the foresight to develop new markets, products and services, 
which enable the organization to change according to the changes in the market 
environment (Murphy and Simon, 2002). These benefits, can be divided into the 
strategic, tactician and operational benefits for the organization, based on the way 
they can structure their ERP systems (Murphy and Simon, 2002). Some have argued 
that ERP investments are strategic in nature, and fulfil the goal of the organization in 
the longer term (Murphy and Simon, 2002, Chen et al., 2009). 

Benefits for User and Financial Performance 

The perceived benefits for the user have also been investigated by the literature 
(Chang et al., 2008, Chen et al., 2008, McNurlin, 2001). The user satisfaction has 
been used traditionally as one of the key benchmark for the increased benefits for 
the users of the ERP systems (Hsu and Weng, 2006, Longinidis and Gotzamani, 2009, 
McNurlin, 2001). The ERP adoption is linked to the training and perceived benefit 
needs of the user, who are mostly related to the need of the system to be easy to use, 
accessible and reliable (Chen et al., 2008). One of the key measures of the 
satisfaction of the ERP system is based on the needs of the end user to develop 
affection with the system and to be a supporter of the development process of the 
system. This is highly important as it enables the organization to deliver systems 
which are needed by the user and increases the benefits of the system for the user 
(Chen et al., 2008). The financial performance of the system is also linked to these 
factors as the increased use of the system can lead to better use of resources, 
leading to the increased benefits of the systems in the long run for the organization 
(Chen et al., 2008). 

Other user benefits linked with the adoption of the ERP system does require the 
cultural needs of the user to be full-fill by the ERP system. The increased fulfilling of 
these intrinsic needs of the user will enable the user to use the system consistently. 
And will ensure that the system does not fail (Xue et al., 2005). This will also ensure 
that a running system is also critically successful for the organization and leading to 
the financial benefits of this system. The failure of these system can also be a major 
financial loss for the organization, as the costs of the use of the system may not fall, 
which would mean that the organizational changes would not success, leading to 
increased costs for the organization (Kusters et al., 2007, Kusters et al., 2008, Plaza 
and Rohlf, 2008). The benefits of the adoption of the ERP systems for the users are 
part of the TAM, and need to be taken into account by the managers when 
developing the needs of the different users. This is in particular needed, as a link 
between the TAM and the benefits of the users is direct (Im et al., 2008, Martinez-
Torres et al., 2008), as many different users are able to accept a technology, and they 
benefit from it in the long run. 

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The Impact of Financial Performance on ERP Acceptance 

The impact of higher financial performance of an organization on the ERP adoption 
has also been studied (Zhu, 2006). One of the core applications of the ERP systems 
have traditionally been financial management, and within an enterprise this focus has 
been on the capital flow of good (Zhu, 2006). The ways in which the target of the 
financial management has been on the enterprise capital good, similarly, the ERP 
systems have also been designed to service these needs (Zhu, 2006). The financial 
performance of a firm, when higher than previously also leads to the development of 
newer ERP systems, as the business managers can justify the cost of expensive 
systems which are delivering results for the organization (Zhu, 2006). Within the 
debate on the financial performance, a and it s impact on the adoption of the ERP 
system, organizations also tend to take the aspects of tangible and intangible results 
on their investments very seriously too (Zhu, 2006). One of the key determinants in 
whether a firm adopts the ERP system or not depends on the way it perceives the 
value it gets from that particular system (Ranganathan and Brown, 2006, Abu-Samaha 
et al., 2007). 

Another perspective on the investments in ERP that organization undertake is the 
link between the perceived performance of the firm, and the association of these 
returns with the ERP systems(Murphy and Simon, 2002). One of the difficulty that the 
managers face when dealing with the issues of financial performance as a factor of 
adoption of ERP systems is that these systems in most cases are chosen due to their 
ability to show clear profits, However, in many cases the benefits of the ERP systems 
are not accrued properly, which means that all the benefits of these systems are not 
taken into account (Murphy and Simon, 2002). This can in many cases lead to the lack 
of adoption of ERP systems, as managers are unable to justify the relatively high 
costs of systems based on only financial performance. Taking into account other 
factors as surrogate variables for the financial performance may be a significant way 
of improving these difficulties, however it has largely been ignored in the literature 
(Murphy and Simon, 2002). 

The following table synthesized the key literature from this survey: 

 

Study Method Sample Study focus and findings/conclusions 

(Amoako-
Gyampah, 
2007) 

Mail Survey 571 

The focus of study 
was on managerial 
effort on increased 
the perceptions of 
users. The results 
suggest that personal 
relevant to technology 
will contribute to 
implementation 
success 

(Chang et 
al., 2008) Questionnaire 600 

Proposal of a 
conceptual model to 
understand the 
adoption of ERP 
systems by employees 

(Markus et 
al., 2000) 

1: reviews of published and 
in-process research 

studies and teaching cases 

12 case 
Studies 

Early identification of 
the problems of ERP 
implementation are 

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Study Method Sample Study focus and findings/conclusions 

of ERP implementations 

2 in-depth case studies 

3: Interviews 

11 Interviews significantly important 

(Chen et al., 
2008) Questionnaire N/A 

ERP users should 
focus on their actual 
needs, and select their 
suppliers carefully. 

(Foster et 
al., 2008) Survey 208 

Large-scale 
implementation of ERP 
is highly complex, and 
have a long reaching 
impact on the 
organizational set 
ups. 

(Murphy and 
Simon, 
2002) 

Case Study 1 

Information systems 
highly difficult to 
quantify intangible 
terms 

(Hong and 
Kim, 2002) 

Interviews 

questionnaire 
160 

ERP implementation 
success primarily 
depends on the fit 
between the 
organization and the 
implementation 
contingencies. 

(Choi et al., 
2007) Mail Questionnaire 236 

The importance of 
training of end users 
significant for 
successful ERP 
implementation, 
however companies 
still have relatively low 
budgets and do not 
focus significantly on 
these issues. 

Figure 2: Study Methods and Conclusions of Significant Studies 

 

Discussion of research proposition 

After examining the main aspects of the review of literature, we argue that the 
adoption of the ERP systems is positively associated with increased financial 
performance. This is based on the assumption that organizations need to justify the 
cost outlays of new ERP system and need to undertake a number of other factors 
which lead to the adoption of ERP system. The review of literature has led to the 
development of five main propositions, which will be analysed in the light of the 

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literature and the theories presented in the earlier section. These propositions are as 
follows: 

Proposition 1: User training and education has a positive influence on 
the perceived benefits for users of ERP.  

User training seems to be one of the key issues which have led to the resistance to 
change from the users perspectives. A clear understanding of the real needs of the 
users to adopt the different systems is needed by the senior management, and need 
s to be taken into account to ensure that this is part of the adoption process. 
Research suggests that the benefits of a satisfied user is highly significant for the 
adoption of the system, as the user is able to take part in the implementation of the 
system and the resistance to change from the user is kept to a minimum. Another 
critical component of the user training during the implementation of a system is that 
the training environment which the management provides is also part of a collective 
leaning process (Choi et al., 2007, Koh et al., 2009).  

The review of the literature on the training aspects however fails to raise a number of 
issues, which have been observed in other parts of the information systems 
literature. For example, a critical component of the systems development literature 
indicates that the best way to improve the training aspects of the user is to ensure 
that the involvement of the user in the development process of the ERP is significant. 
However, the literature on ERP and associated training regimes tends to ignore it. We 
propose that any future research agenda should seek to associate the training and 
education needs of the user with the development of new ERP systems (Koh et al., 
2009, Noudoostbeni et al., 2009), as this would ensure that the user is able to be a 
active part of the system development process, and then will be more likely to be 
benefit from system. In this regard, the TAM is particularly beneficial as it can lead to 
improving the benefits of training for the user, leading to earlier adoption of new 
technologies such as ERP. One of the established facts of the literature within the 
training and education issues which ERP adoption highlights is based on the notion 
of the perceived benefits of ERP users (Noudoostbeni et al., 2009, Scott, 2005). The 
research highlights that the user is able to take up ERP systems with more 
enthusiasm if they have been properly training, and this therefore needs to be one of 
the future research agendas of academic in this field. 

The training element for the information systems usage is a critical component of the 
implementation of the ERP systems and needs to be implemented in a successful 
system (Choi et al., 2007). However, one of the critical aspect of the information 
systems implementation is that most of the companies have lower training budgets 
for their information systems (Choi et al., 2007), and the focus of the organization is 
to cut training costs. However, some of these constraints are being reduced by using 
innovative training methods such as web based training approaches, which can be 
used to improve the training environment in an innovative manner (Choi et al., 2007). 
Another critical training issue is the use of information technology within different 
domains such as education is also of significant importance. Information systems 
specialists needs to ensure that the gaining competitive advantage by implementing 
ERP’s in interactive and educational contexts can also be a source of improving the 
adoption of the end user, and the role of the IT would be to ensure that these 
systems are implemented in a proper manner within these constraints (Choi et al., 
2007). The level of learner satisfaction is also a relevant issues for satisfying the 
needs of the users of ERP systems (Choi et al., 2007). The satisfaction that users 
receive from the training teat they receive is also of critical importance for the 
organization, as it can be a significant factor in the relative success or failure of the 
information system (Choi et al., 2007). Change management is also a critical 
component of the technology acceptance model, as it allows the management to 
align the different aspects of the change management processes and therefore to 
ensure that the organization can cope with the changes being brought about by the 
acceptance of the new technologies in the organization (Legris et al., 2003). In this 
regard, the acceptance of technology by the users can be based on the internal 

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issues such as the culture of the organization, and on other external issues such as 
the environment within which the organization operates (Adamson and Shine, 2003).  

Proposition 2: Change management has a positive influence on the 
perceived benefits for the organization. 

Change management, is highly rated as one of the key factors which inhibits the 
adoption of ERP at the organizational level. The traditional literature on the 
resistance to change has also been tested with the implementation of ERP, and it 
shows that change management remains one of the key issues which manager need 
to deal with. On the level of the users, one of the key issues they have face is the 
problems they perceive when a new system is being implemented (Foster et al., 2008, 
Ghilan and Asme, 2009, Luo et al., 2006). Universally, it seems that the user of the 
system or the employees in many cases, are reluctant to welcome a new system as 
they associate these system with job losses and changes in the power structure 
arrangements in an organization. The key underlying aspect of the change 
management seems to be uncertainty in the organizational environment (Bozarth, 
2006, Taroata et al., 2007, Visoiu, 2005). The effort of the senior management must 
be focused on decreasing the uncertainty, which can also be undertaken by 
implementing a technology acceptance model that examines the ways new 
technology can be accepted by the users of a system.  

We also propose that change management be one of the key dimensions of the 
perceived benefits of the ERP implementation and adopting by organization, as it can 
lead to either a smooth or bumpy adoption process. The acceptance by the academic 
community about the importance of change management as a future research issues 
which takes into account the technology acceptance model by the organization would 
also mean that further research can be carried out which examines the reasons for 
the resistance to change found in the organizational atmosphere (Cybulski et al., 
2006, Ghilan and Asme, 2009). Another critical component of the change 
management process in an organization is the way in which the different 
organizations need to take into account the cultural and behavioural aspects of the 
change management process, which would present a more complete picture of the 
benefits of for the organization through the adoption of the ERP systems. Another 
major aspect of the change management process is a link between the TAM and its 
implications within the change management process during ERP implementation. A 
future research agenda could also be based on developing the link between the 
change management processes in an organization. This research needs to focus on 
developing organizational factors that can seek to explain.  

The benefits ERP users can derive are based on their acceptance of the technologies. 
This is in particular important as it allows the managers to plan the implementation 
of systems, and therefore also allows the improvements in the financial system, 
which can bring [process efficiency to the organization (Walczuch et al., 2007). This 
can also benefit the different organizations, as the change management acceptance 
and the acceptance of the new technologies can improve the effectiveness of the 
organization, as well as making it easier for mangers to implement their plans 
(Walczuch et al., 2007). One of the particular benefit of the new technologies is that 
the managers can develop a system, where the change management process 
becomes part of the technology acceptance procedure in the organization, which can 
facilitate the entire process, and ensure that the different aspects of the 
organizational procedures (Holden and Karsh, 2010). In many cases, the aim of the 
origination is to ensure that the entire process is smooth, which can lead to fewer 
issues during the management of the different aspects of change.  

Proposition 3: The perceived benefits for the organization have a 
positive impact on improved financial performance. 

We propose that there is a clear link between the benefits for the organization when 
adopting ERP and improve financial performance. Our research suggests that the 
intangible benefits an organization receives as part of the adoption of ERP are not 

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recorded properly, and are difficult to measure. The financial performance of ERP, is 
thus in most cases undervalued, as the benefits from ERP are far and wider in their 
scope than simple benefits of cost cutting. Although empirical evidence is needed to 
support these claims, research does suggest that the measurement of the long term 
and intangible benefits have proven to be highly successful (Zhu, 2006) measures of 
the ERP adoption by different organization, and should be taken into account.  On a 
different level, the adoption of ERP is also highly challenging as in many cases even 
the tangible benefits are not measured by the organization. There is a need by 
organization to measure these benefits to get an accurate estimate of the different 
kinds of benefits which organizations receive as part of their investment in ERP 
systems(Law and Ngai, 2007, Legare, 2002).  

The reduction in the lead time and the improvements in customer service have been 
identified as some of the key benefits of the ERP for the organization, leading to the 
increased adoption of the systems in the wider context of long term benefits. The 
tangibility and quantification of the variables are then seen as the most important 
aspect for the organization, as this enables them to undertake informed decision 
making regarding the ERP adoption in their own settings. 

The benefits to the organization also were to be balanced within the technology 
acceptance model. The technology acceptance model in this regard is of the view that 
there is a need for the different components of the system to be properly accepted by 
all the stakeholders, if the organization wants to get the rewards of the system 
(Lederer et al., 2000). The aim of the managers should therefore be that the ERP 
system, which is normally organizational in nature, and can involve the different 
components of the supply chain, is implemented in way that all the stakeholders are 
able to take part in the implementation. This will enable the true benefits of the 
customer service to be realized, as the technology is increasingly accepted by the 
many different. 

Proposition 4: The perceived benefits of users have a positive influence 
on improved financial performance. 

The other side of the story seems to indicate that the organizations is the not the 
only stakeholder in having a positive financial impact during the adoption of ERP (Hsu 
and Weng, 2006, Longinidis and Gotzamani, 2009)adoption. Another critical 
component of the adoption story of the ERP seems to be the benefits that the users 
receive, and the positive financial impact of these benefits on the organization. User 
satisfaction is a significant issue for the adoption of the systems by the end user, 
which also seems to translate into positive financial contribution for the organization. 
Research suggest that the satisfaction of the user can also be increased if the user is 
part of the development process of a system, and is able to communicate with many 
of the different stakeholders in this process. The role of the user should be 
supported by senior management and should be within the technology acceptance 
model, which helps the managers to decide to take the best course of action for the 
organizational benefits as a strategic advantage mechanism. 

Another considerable issue is that the financial performance due to increased user 
benefits needs to be measured accurately. In many cases, the ERP system has hidden 
benefits for the user (Murphy and Simon, 2002, Santos et al., 2010, Songsheng and 
Lingbing, 2008). For example, the user may not be aware that the ordering system is 
enabling them to use just in time methods, which not only reduces the costs for the 
organization, but also reduces the work-load for the user. In such situation, the 
quantification of the systems and their perceived benefit are very difficult to quantify, 
and therefore a more improved financial modelling system is needed to take the 
wider financial benefits of the system into account. Another critical component of the 
development of the users interests is to ensure that their cultural needs are also 
satisfied, which would impact the overall financial profitability of the adoption of the 
ERP effort by the organization. This is a critical proposition within this research 
agenda, as it would ensure that the failure of systems within ERP are averted, and 
that the long term financial needs of the organization to reduce costs awhile also 

UNIVERSITY OF NEW ENGLAND

41



improving the level of customer services is undertaken successfully (Daneva and 
Wieringa, 2008, Kusters et al., 2007). One of the key components of the ERP 
implementation is that it not only enables the implementation of the integrated 
systems, but also enables the organization to improve their service levels and 
standards due to the automation of the processes. However, the benefits that the 
user receive from the adoption of ERP systems, in general should be taken into 
account while also including the hidden benefits, which enables a more broader and 
level judgment regarding the success or failure of the system. 

Proposition 5: Improved financial performance of ERP systems has a 
positive impact on ERP acceptance. 

The justification for the investments which managers undertake in a organizational 
environment is generally based on feasibility studies. The decision to go ahead with a 
particular investment is generally based on whether the system or process, in the 
long run would be able to deliver a profitable return. The focus of the managers seem 
to be on the value that ERP’s add to their organizational environment, with a 
commitment to take up ERP systems where they are financially viable. However, or 
observations suggest that the adoption of ERP systems should take into 
consideration two main components. Firstly, the adoption of ERP systems should be 
based on the hard accounting evidence that the system will be financially viable 
(Chang et al., 2010, Hwang, 2011), and enable the organization to lower its costs or 
improve its profitability. However, we also suggest that a second and main 
component of this model should be based on the need to undertake and evaluate the 
intrinsic value that ERP adds to an organizational environment. In many cases, ERP is 
the base line system in the organization, and many decision support and executive 
level systems are based on the data that ERP system generates and gathers. There is 
a need for organization to take a strategic view when evaluating the financial benefits 
of the system, and ensure that they do not misjudge the total benefits of ownership 
of ERP systems, as it would enable the development and implementation of many new 
processes in the organizational environment, which would enable the organization to 
develop a robust system, which also enables it to achieve a long term competitive 
advantage. Another component is within the financial viability of the new systems 
during times of other organizational needs (Meissonier et al., 2007, Song et al., 2007, 
Suebsin and Gerdsri, 2010). In such cases, we suggest that the research agenda 
within ERP adoption should seek to examine the conflicting needs of the 
organizational actors, and to develop a more balanced approach for the decision-
making processes of the organization. 

The acceptance of the new technology, it appears is directly associated with the 
financial performance of the organization. Users are more likely to adopt a new 
technology, when they feel that a particular technology can benefit the organization 
more, and therefore can lead to financial rewards for the organization and the 
employees (Bruhn, 2007, Holden and Karsh, 2010). These in particular would be 
accepted by the different employees of the organization, and therefore establishes a 
clear link between TAM and the financial performance of a company on the ERP 
acceptance.  

 

Conclusion 

This paper attempts to provide a theoretical foundation on the adoption of ERP 
systems and their association with the financial performance of the organization, 
especially focusing in relation to the TAM. The rationale for the implementation of the 
ERP systems in different organizations has been a confusing set of factors, which 
have been highlighted by the literature. This paper, has attempted to suggest a set of 
propositions, which we believe are the key underlying factors that can be taken into 
account by organizations when they are trying to implement new ERP systems. One of 
the key conclusion of this research is that although financial performance is one of 

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the key initiative for the organizations to adopt new ERP systems,, other factors such 
as user satisfaction and the need to account for the many indirect benefits from the 
system also need to be taken into account to understand the dynamics of ERP 
adoption in organizations.  

One of the key factors that need to be taken into account is the user satisfaction, 
which has also been highlighted in TAM. This seems to be the key initiative, which 
the organizations need to take into account for a successful implementation of ERP 
systems in organization today, as the success or failure of these systems is highly 
dependent on the ways in which users adopt the systems. This user satisfaction 
process is based on a comprehensive training schedule of the user. The 
organizations need to ensure that the training regimes of the user are in line with the 
cultural and psychological needs of the user, which would ensure a harmony in the 
implementation process. The literature on the user training also suggest that the 
perceived benefits which users receive from a system can be improved if they are 
better educated and informed about the system. The notion of resistance to change 
can also be reduced as the implementation of the system includes the explicit and 
the implicit needs of the user. One of the key conclusions of this research is that the 
future research agenda needs to give more emphasis on the training needs of the 
user to ensure that the ERP adoption process is smoother and more beneficial to all 
the parties in the process. 

Another significant conclusion of this research is that one of the significant issues 
that have been under-researched in the ERP adoption process is the issue of change 
management and its influence on the organizational actors. Although significant 
literature is present on the issues of change management from the perspective of the 
end user, the organizational perspective is mostly missing. Our research suggests 
that the need to include change management as a key research item in the different 
aspects of ERP adoption is also critical because of the involvement of the senior 
management in the change process, which needs to be fully behind the ERP 
implementation process for it to be successful. The change management process is 
an integral part of the ERP adoption, as the adoption of new systems leads to a 
period of uncertainty about the jobs, processes and the political structure of the 
organization, which traditionally leads to resistance to change form the different 
actors of the organizational structure. A better understanding especially with the 
framework of the technology acceptance model would enable the future researchers 
to evaluate the wider needs of the different stakeholders in the organizational 
environment.  

 Another major conclusion of this research is that the benefits for the organization 
should be clear for any ERP implementation initiative to be successful. In this regards, 
we find that there needs to be a clear distinction in the tangible and intangible 
returns on the investment that organizations undertake for the adoption of ERP 
systems. ERP systems must be able to deliver clear results, as a confusion of the rate 
of return can only lead to an increased resistance to change form the top managers, 
which are unable to justify the rewards of implementing the ERP systems. Another 
significant observation of this research is that the managers must also clearly show 
the intangible returns and benefits of ERP adoption for the organization. This is 
highly important for organizations,. As the clear demarcation of the different types of 
financial returns from the ERP adoption would ensure that the system can deliver of 
these benefits, and they can be part of the benefits which are associated with the ERP 
systems. There is a need to further examine the different effects that the strategic 
level of benefits have on the adoption process, and the benefits it brings to the 
organization in the long run. This would not only enable the managers to be able to 
make more informed decisions regarding the applicability of ERP adoption processes 
in a strategic and competitive analysis of the organizations. 

Another considerable conclusion of this research is the benefits which users receive 
can also lead to significant financial improvements due to the adoption of ERP 
systems. One of the key benefits of satisfying the end user would be that the user 
would be able to adopt the systems in a more robust and tempered manner, which 

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would lead to the increase in the productivity of the user. Such changes in the 
benefits which the user derives from the system would in effect also lead to 
improvements in the financial performance of the organization, and to ensure that 
the system is not just about cost cutting, but also improving the quality of service 
and standards. One of the most important aspects in this regard is the way in which 
the increased needs of the user benefits need to be measured accurately too. The 
different types of needs of users, if measured correctly when adopting a new ERP 
system would also enable the organization to deliver a system that is consistently 
better performing and accepted by all the different stakeholders. This also is true if 
we examine this proposition in view of the technology acceptance model. The 
acceptance of the technology by the user is critical, which then can lead to significant 
financial benefits for the organizations.  

This research has proposed a particular research agenda and proposition that 
supports the adoption of ERP through the means of examining it within the cannon of 
financial performance. This conclusion has been reached for a particular reason; 
which is that the ultimate aim of the organizational actors is to ensure that the 
organization is able to profit. Any evaluation of a technology without examining the 
ultimate financial benefits that the organization can receive from it, we think is 
fruitless exercise. Therefore, we propose that the future research on ERP should focus 
on the financial performance of the company. However, a significant research result 
of this research is that organizations always need to take into account the tangible 
and intangible financial benefits of ERP adoption, and develop more clear measures 
to quantify these variables. The future research direction needs to ensure that 
although user satisfaction, training and other issues are important, the ultimate 
decision factor in the success or failure of a system is the financial returns that a 
particular ERP system generates. There is a need for the researchers to ensure that all 
long term, strategic and indirect benefits of the ERP system implementation are taken 
into account, which would ensure that a more fair and just approach to the adoption 
decision-making is prevalent organizations. This approach, we prose should also take 
into account the technology acceptance model, however within a financial 
performance model. This would be a more balanced method for assessing the ways in 
which the adoption of ERP system is undertaken in organizations, especially once the 
managers understand the ways technologies can be accepted by the users.  

 

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