Introduction

One of the most enduring research topics in the field of information systems is that of systems success (Ballantine et al., 1996; DeLone and McLean, 1992; Lyytinen and Hirschheim, 1987). Prior research has addressed the measurement of success, the antecedents of success, and the explanations of success or failure. Yet, with each new type of information technology or application, the question of success comes up again. In the case of enterprise resource planning (ERP) systems, success takes on a special urgency since the costs and risks of these massive technology investments rival their potential payoffs. Failures of ERP system implementation projects have been known to lead to organizational bankruptcy (Bulkeley, 1996; Davenport, 1998; Markus and Tanis, 2000).

Briefly, ERP are commercial software packages that enable the integration of transactions-oriented data and business processes throughout an organization. From a base in manufacturing and financial systems, ERP systems may eventually allow for integration of inter-organizational supply chains (Davenport, 1998; Markus and Tanis, 2000). Because these systems touch so many aspects of a company's internal and external operations, their successful deployment and use are critical to organizational performance and survival.