{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T17:36:33Z","timestamp":1754156193702,"version":"3.41.2"},"reference-count":48,"publisher":"Emerald","issue":"5","license":[{"start":{"date-parts":[[2015,9,14]],"date-time":"2015-09-14T00:00:00Z","timestamp":1442188800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2015,9,14]]},"abstract":"<jats:sec>\n               <jats:title content-type=\"abstract-heading\">Purpose<\/jats:title>\n               <jats:p> \u2013 Most small- and medium-sized enterprises use some business management software to manage day-to-day operations. Eventually they consider transitioning to an enterprise resources planning (ERP) system. The purpose of this paper is to find what motivates the top management to consider a transition from an existing system to an ERP especially as such a transition can be painful, expensive, and involve considerable business risk. The research posits a decision model that top management may use to aid their decision. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title>\n               <jats:p> \u2013 The research question is about examining the organizational phenomenon of transition to an ERP system and so a case study research methodology is followed to understand the phenomenon. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Findings<\/jats:title>\n               <jats:p> \u2013 The research concludes it is usually a change in scale of operations that drives the transition. The motivators are abstracted as: scalability \u2013 increased hierarchical controls and systems scalability driven by increasing number of employees; complexity \u2013 more business functions need systems support to address increased operational complexity; and integration \u2013 systems and process integration for seamless operations. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title>\n               <jats:p> \u2013 There is a need to check if the same fundamental issue of change in scale of operations is true across industries and across geographies. Also it creates a need for a statistical validation of the motivators and their importance across organizations and industries. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title>\n               <jats:p> \u2013 ERP considerations are of strategic importance because of the high risk and the high expense. The research presents a decision model to aid top management to find if ERP systems make sense for their organization. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title>\n               <jats:p> \u2013 The research provides new directions for academicians as there are few empirical studies on the true motivators that drive ERP adoption.<\/jats:p>\n            <\/jats:sec>","DOI":"10.1108\/jeim-07-2014-0073","type":"journal-article","created":{"date-parts":[[2015,9,18]],"date-time":"2015-09-18T10:23:36Z","timestamp":1442571816000},"page":"718-738","source":"Crossref","is-referenced-by-count":11,"title":["Finding the tipping point for a CEO to say yes to an ERP: a case study"],"prefix":"10.1108","volume":"28","author":[{"given":"Parag 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