Factors Behind The Assimilation Of Enterprise Resourse Planning (ERP) Software In Mid-Sized And Large Firms in Pre-Emerging Economies: A Case Of Ghana

AbstractThe extant literature explored the reasons why many firms do not make a successful transition from adoption to assimilation of their ERP software. However, there are gaps in the understanding of the psychological and decision-making mechanisms which compel individuals in organizations to be bias or prefer to remain in their current situation. In addition, most of the prior studies focused on large firms in developed nations. This study presents a theoretical model that explains the assimilation of ERP software by integrating the tall poppy syndrome, switching costs, and loss aversion literatures through the lens of the status quo bias theory. We tested the model using data gathered from mid-size firms in Ghana, a pre- emerging economy. Our findings offer practical and theoretical implications.


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