n approach in the organization, but many aspects like system requirement definitions and system design must involve end-users at all levels of the business.
A review of the literature demonstrates that more often than not the biggest problem associated with computer system implementation in the business environment is a people problem. This is true in terms of mindset, expectations, management style and training. One of the most critical factors of successful implementation is to ensure that the computer system is able to achieve the expectations of management. As Preston (2002) notes, CEO’s often blame technology implementation for revenue shortfalls, but management inadequacies often result in “unrealistic demands on the software” (80).
Adequate resources and management support for technology implementation are critical for success. In a study by Klein (et al, 2001), the authors studied the implementation of manufacturing resource planning. The results of the study which included 39 different plants demonstrated that adequate financial resource availability and management support for technology implementation “engender high-quality implementation policies and practices and a strong climate for implementation, which in turn foster implementation effectiveness” (Klein, et al, 2001, 811).
Spessard (2001) argues that innovative technologies should be implemented in a phased-in “stage” process, one that helps meet the challenges that accompany such an implementation (6). This allows time for learning and training as each stage is phased in within the business environment. Management must take a proactive hands-on approach to computer system implementation. Management support is critical, but Schweitzer (2002) argues that there are three categories of executive behavior that are critical to the success of technology implementation: strategic leadership, contract negotiation and involvement with the actual te...