Influence of Cultural Factors on Behavioural Adoption and Acceptance of ERP Users in the Saudi Arabian Context

Abstract

It is arguable that advances made over the two decades since the introduction of ERP (Enterprise Resource Planning) systems make the implementation of ERP systems less likely to face technical failures. However, ERP implementations may encounter managerial problems such as organisational and user resistance to their adoption. ERP implementations normally result in changes associated with job content, social status, control and power, and decision making processes. As a result, employees who are subject to these changes may show resistance to accepting ERP systems. During its implementation, various views of ERP implementers, vendors, top management, consultants and end-users are more likely to escalate managerial conflicts regarding how early and later ERP implementation requirements should be met. Having said this, ERP users - operational and non-operational users - perceive their interactions with the software differently, depending on individual differences and social influences, such as cultural values and experience. This, in turn, creates a group of ERP users who vary in their perceptions of adoption or usage of the software, even though it is mandatory in nature. This research project studies such variations of behavioural adoption and acceptance of ERP users in the context of Saudi Arabia.