Syftet med denna kandidatuppsats i informatik är att ge fallföretaget underlag att använda föratt kunna förbereda sina medarbetare inför ett systembyte och därmed undvika vanligafallgropar. Uddeholm AB är studiens fallföretag och syftet har formulerats utifrån ettkunskapsbehov företaget upplever. Litteraturstudier har använts för att precisera studiensfrågeställningar och som underlag för en intervjuguide som användes i intervjuer medanvändare och systemexperter.Undersökningsfrågorna handlar om vilka åtgärder som behöver vidtas för att förberedaanvändare inför det kommande affärssystemsbytet, samt hur dessa åtgärder ska utföras. Dessafrågor har besvarats från både ett användarperspektiv och perspektiv från systemexperter.Slutsatserna ur ett användarperspektiv var att användarinvolvering var viktigast. Detta menaranvändarna kan göras genom att de får vara delaktiga i att identifiera brister i det nuvarandesystemet och därmed bidra med hur de anser att det kommande systemet ska anpassas. Andraslutsatser var att key users kunde användas till att motivera medarbetarna, att få tid tillutbildning innehållande introduktion, testning i verklig miljö, ta del av nya funktioner menäven att jämföra nya affärsprocesser med nuvarande som användarna inte ville skulle ändras.Manualer ansåg användarna vara oväsentliga medan däremot lathundar, chattfunktioner ochhjälpbubblor hade varit bättre. Aktiva ledningsstöd ansåg användarna vara viktigt och det kangöras genom att de delar med sig av lättillgänglig information, har en kontaktperson blandanvändarna och att användarna får delta i möten och avstämningar.Systemexperterna anser att användarinvolvering är oerhört viktigt och menar att workshopskan användas för detta men berättar inte i vilket syfte. Utbildning i det nya systemet ärmycket väsentligt anser de också. Deras uppfattningar om utbildningens innehållöverensstämmer med användarnas med avseende på introduktion och ta del av nya funktioner.De nämner interaktiva filmer som en del av användarutbildningen vilket inte användarnanämner men deras förslag med testning i verklig miljö kan vara jämförbart. Systemexperternaanser att det kan vara en nödvändighet att användarna ändrar sina arbetsprocesser. Dettaskiljer sig ifrån användarnas önskemål. Systemexperterna anser också att ledningens aktivastöd inte är viktigt vilket också skiljer sig från användarnas uppfattning som menar attledningens stöd är väsentlig.

Den här uppsatsen syftar till att ta fram vilka utmaningar det finns för svenska tillverkande Small and Medium Enterprises (SMEs) att implementera ett Enterprise Resource Planning (ERP-system). Den här studien undersöker parametrar som avgör en lyckad eller misslyckad implementering av ett ERP-system hos SMEs och hinder som är viktiga att beakta för att inte misslyckas med parametrarna. Tidigare studier har använts för att ta fram viktiga parametrar och hinder som har testats genom intervjuer med olika företag. Undersökningen i uppsatsen har begränsningar som att det bara har intervjuats fyra företag, inom fyra branscher och enbart personer med ledarpositioner. Det togs fram tre parametrar vilka är att hålla implementeringen inom budget, implementationstid och välfungerande ERP-system. Det togs även fram sex hinder vilka är brist på engagemang och ledarskap från ledning, otillräcklig utbildning, brist på kommunikation, otillräckliga resurser, felaktiga förväntningar på ERP-system och för lite engagemang från medarbetare. / This paper aims to bring out which challenges exist for Swedish manufacturing Small and Medium Enterprises (SMEs) to implement an Enterprise Resource Planning (ERP- system). This study investigates parameters which lead to a successful or unsuccessful implementation of an ERP- system at SMEs and obstacles that are important to consider in order to not be unsuccessful with the parameters. Previous studies have been used to identify important parameters and obstacles which have been tested through interviews with different companies. The investigation in this paper has limitations as only four companies have been interviewed, in four different industries and only people with leadership positions. Three parameters where identified, these are to keep the implementation within budget, implementation time and well functioning ERP-system. Six obstacles were also identified, these are lack of commitment and leadership from management, insufficient training, lack of communication, insufficient resources, inaccurate expectations on ERP-system and too little commitment from coworkers.

Durante la última década, los avances en las Tecnologías de la Información han tenido un enorme efecto sobre el entorno empresarial. La aparición de rápidas redes de comunicación, hardware extremadamente potente y software de gran versatilidad, todo ello conectado entre sí a escala mundial, ha permitido a las organizaciones desarrollar de forma más eficaz sus productos y servicios y comercializarlos en menos tiempo. Estos cambios han marcado la transición entre la era industrial y la era de la información, en la que todo está conectado y funciona de un modo más rápido y dinámico. En este contexto, la información y el conocimiento son elementos fundamentales para generar valor y riqueza. Se considera que la información es un recurso que se encuentra al mismo nivel que los recursos financieros, materiales y humanos, que hasta el momento habían constituido los ejes sobre los que había girado la gestión empresarial. Si la teoría económica tradicional mantenía el capital, la tierra y el trabajo como elementos primarios de estudio, la información se ha convertido, ahora, en el cuarto elemento a gestionar. De esta forma, los sistemas de información para la gestión de empresas se han convertido en un factor clave en el desarrollo empresarial, imprescindibles para lograr objetivos estratégicos de negocio. Estos sistemas se han visto obligados a evolucionar drásticamente en los últimos tiempos, y están en continuo proceso de mejora, debido a los incesantes cambios del entorno, cada vez más complejo y cambiante. Por ese motivo los principales fabricantes de sistemas de información para la gestión de empresas dedican gran parte de sus recursos a la investigación, desarrollo e innovación de dichos sistemas. En consecuencia, se considera importante estudiar cómo pueden evolucionar estos sistemas en un futuro cercano y cómo van a integrar los cambios tecnológicos que se están dando y se prevé que se van a dar en cuanto a las TIC�s. Esto puede afectar en gran medida, tanto a los f / Oltra Badenes, RF. (2012). Identificación de tendencias de los Sistemas Integrados de Gestión Empresarial. Análisis funcional y diseño de herramientas para el desarrollo de un ERP vertical adaptado al sector cerámico [Tesis doctoral]. Editorial Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/16003

Os sistemas integrados de gestão, originalmente conhecidos como ERP (Enterprise Resource Planning), provocam grandes impactos nas organizações em que são implementados. Os efeitos, tanto de natureza positiva em termos de benefícios, contribuições e vantagens que o sistema pode proporcionar, quanto negativos, no que se refere às dificuldades, barreiras e problemas enfrentados na implementação do sistema, assim como os desafios que se impõem com a adoção e uso do ERP, têm sido discutidos em diferentes estudos. No entanto, grande parte das pesquisas que tratam dos efeitos e impactos decorrentes da adoção dos sistemas ERP tem focado os processos e resultados de implementações realizadas em empresas de grande porte, apesar da participação crescente das pequenas e médias empresas (PMEs) na aquisição desse tipo de sistema. Considerando as características específicas e diferenciadas das PMEs em relação às empresas de grande porte, o crescente interesse dos fornecedores de ERP nesse segmento de empresas e o aumento da participação do segmento das PMEs na aquisição de sistemas integrados de gestão, este estudo foi conduzido com o propósito de responder à seguinte questão: Como se desenvolve o processo de implementação de ERP em PMEs? Utilizando a estratégia de pesquisa estudo de caso, do tipo único e incorporado, analisou-se o processo de implementação de um sistema ERP em empresa do setor da construção civil, enquadrada como de pequeno porte, de acordo com os critérios dos fornecedores de ERP, e de porte médio, se considerados os demais parâmetros vigentes no Brasil. O estudo teve como propósito investigar como se desenvolveu o processo de implementação do sistema ERP na empresa pesquisada tomando por base as seguintes proposições teóricas: contexto da empresa antes da adoção do ERP, fatores que levaram à adoção do ERP, impactos e efeitos da implementação do ERP, dificuldades e problemas enfrentados na sua implementação, vantagens e desvantagens obtidas com o ERP, desafios que se impuseram com sua adoção, acrescentando-se ainda o nível de satisfação da empresa com o sistema ERP. As evidências, obtidas neste estudo de caso, permitiram constatar que alguns aspectos relevantes, presentes no processo de implementação de ERP na empresa pesquisada, confirmam aspectos já observados em estudos anteriores, outros se apresentam de forma diferente, alguns não condizem com o que diz a literatura, constatando-se, também, alguns aspectos novos, ainda não mencionados pela literatura que trata do assunto. / Integrated Management Systems, originally known as ERP (Enterprise Resource Planning) provoke massive impact in the companies where they are implemented. The effects, both positive - benefits, contributions and advantages, and negative - difficulties, barriers and problems faced along implementation, as well as the challenges posed by the execution and use of ERP, have been discussed in many studies. However, much of the research on the effects and the impact resulting from the adoption of ERP has focused on processes and results derived from the implementation of that system in large enterprises, in spite of the increasing participation of small and medium size businesses (SMEs) in the acquisition of such system. Considering that: SMEs display distinctive characteristics from the larger enterprises; suppliers have shown increasing interest on this segment; there has been a swell in the participation of these enterprises in the acquisition of integrated enterprise systems, this work aimed at answering the following question: How does the ERP implementation process take place in SMEs? Case study of the type unique and incorporated was the kind of research chosen to investigate the implementation process of an ERP system in a construction enterprise considered small according to ERP suppliers criteria, and medium size if Brazilian current parameters are to be taken into account. The study aimed at investigating the way the process evolved in the above-mentioned enterprise, based on the following theoretical proposition: enterprise context prior to the adoption of ERP; difficulties and troubles faced along implementation; advantages and disadvantages obtained through ERP; challenges imposed by its implementation; level of satisfaction of the enterprise with the system. The evidence allowed us to ascertain that: some relevant aspects present in the process of implementation of ERP validate facts already observed in previous studies, some others consubstantiate differences, some do not comply with the present written material available, and some are new aspects, still not mentioned in studies on the subject.

Os sistemas integrados de gestão, originalmente conhecidos como ERP (Enterprise Resource Planning), provocam grandes impactos nas organizações em que são implementados. Os efeitos, tanto de natureza positiva em termos de benefícios, contribuições e vantagens que o sistema pode proporcionar, quanto negativos, no que se refere às dificuldades, barreiras e problemas enfrentados na implementação do sistema, assim como os desafios que se impõem com a adoção e uso do ERP, têm sido discutidos em diferentes estudos. No entanto, grande parte das pesquisas que tratam dos efeitos e impactos decorrentes da adoção dos sistemas ERP tem focado os processos e resultados de implementações realizadas em empresas de grande porte, apesar da participação crescente das pequenas e médias empresas (PMEs) na aquisição desse tipo de sistema. Considerando as características específicas e diferenciadas das PMEs em relação às empresas de grande porte, o crescente interesse dos fornecedores de ERP nesse segmento de empresas e o aumento da participação do segmento das PMEs na aquisição de sistemas integrados de gestão, este estudo foi conduzido com o propósito de responder à seguinte questão: Como se desenvolve o processo de implementação de ERP em PMEs? Utilizando a estratégia de pesquisa estudo de caso, do tipo único e incorporado, analisou-se o processo de implementação de um sistema ERP em empresa do setor da construção civil, enquadrada como de pequeno porte, de acordo com os critérios dos fornecedores de ERP, e de porte médio, se considerados os demais parâmetros vigentes no Brasil. O estudo teve como propósito investigar como se desenvolveu o processo de implementação do sistema ERP na empresa pesquisada tomando por base as seguintes proposições teóricas: contexto da empresa antes da adoção do ERP, fatores que levaram à adoção do ERP, impactos e efeitos da implementação do ERP, dificuldades e problemas enfrentados na sua implementação, vantagens e desvantagens obtidas com o ERP, desafios que se impuseram com sua adoção, acrescentando-se ainda o nível de satisfação da empresa com o sistema ERP. As evidências, obtidas neste estudo de caso, permitiram constatar que alguns aspectos relevantes, presentes no processo de implementação de ERP na empresa pesquisada, confirmam aspectos já observados em estudos anteriores, outros se apresentam de forma diferente, alguns não condizem com o que diz a literatura, constatando-se, também, alguns aspectos novos, ainda não mencionados pela literatura que trata do assunto. / Integrated Management Systems, originally known as ERP (Enterprise Resource Planning) provoke massive impact in the companies where they are implemented. The effects, both positive - benefits, contributions and advantages, and negative - difficulties, barriers and problems faced along implementation, as well as the challenges posed by the execution and use of ERP, have been discussed in many studies. However, much of the research on the effects and the impact resulting from the adoption of ERP has focused on processes and results derived from the implementation of that system in large enterprises, in spite of the increasing participation of small and medium size businesses (SMEs) in the acquisition of such system. Considering that: SMEs display distinctive characteristics from the larger enterprises; suppliers have shown increasing interest on this segment; there has been a swell in the participation of these enterprises in the acquisition of integrated enterprise systems, this work aimed at answering the following question: How does the ERP implementation process take place in SMEs? Case study of the type unique and incorporated was the kind of research chosen to investigate the implementation process of an ERP system in a construction enterprise considered small according to ERP suppliers criteria, and medium size if Brazilian current parameters are to be taken into account. The study aimed at investigating the way the process evolved in the above-mentioned enterprise, based on the following theoretical proposition: enterprise context prior to the adoption of ERP; difficulties and troubles faced along implementation; advantages and disadvantages obtained through ERP; challenges imposed by its implementation; level of satisfaction of the enterprise with the system. The evidence allowed us to ascertain that: some relevant aspects present in the process of implementation of ERP validate facts already observed in previous studies, some others consubstantiate differences, some do not comply with the present written material available, and some are new aspects, still not mentioned in studies on the subject.

現今的時代，面對全球化的競爭態勢、新興市場崛起、能源危機與金融風暴等因素，台灣的企業在大環境不斷變化之下，掌握市場發展動態，即時回應客戶需求，不斷創新產品與服務，是企業維持競爭優勢不二法門。 ERP隨著軟體技術突破和產業生態蛻變的歷程，其系統面貌也隨之轉換，因此ERP不再只是企業功能的資訊化與經營化，更是科技創新的礎石。許多企業將ERP系統當作企業電子化的基礎，更進一步整合其他的資訊系統，如電子商務(EC)、供應鏈管理(SCM)系統、客戶關係管理(CRM)系統、知識管理系統(KMS)、商業智慧(BI)等。 在現今2010年的後金融海嘯時代，當金融海嘯衝擊以後, 各項國內外經濟評估報告均指出經濟已開始復甦，此刻正是企業重整旗鼓逆勢成長的最佳時刻。對於企業來說，企業資源整合管理的落實不僅是其永續經營的成功關鍵，甚至是其生存的命脈。這也是為什麼在經濟不景氣的環境下，仍有許多企業決心導入ERP系統，以及許多國內外調查報告預測ERP系統的需求與產值仍然會持續成長的主要原因。 本研究的動機之一，即是希望企業在經歷產業變化、策略變動與業務規模的改變之下，如果重新評估ERP系統的適用性，不論是ERP系統需做重新建置或階段性轉換，皆可從不同角度重新探討ERP系統開發與導入過 程的重要策略，而能建置一套對企業真正有效益的ERP系統。 許多企業在發展ERP系統的過程中，都以工程與技術的角度去規劃ERP系統的導入，常會遇到預想不到的結果。對於ERP所涉及的企業流程，利害關係人，導入方法，及對業務流程與關係人的影響，企業導入ERP的策略等，需要做仔細的思考及規劃。 本研究發現在個案公司開發及導入ERP系統的過程中，遇到許多的瓶頸，也面臨了很多問題，導入過程中對企業組織產生了很多影響，改變了原有的作業流程，導入實施後增加許多效益，但某些部份仍需持續改進，ERP系統應確保做到系統整合，需重視細部流程整合方面的分析與資料整合方面的分析。找出ERP系統資料與流程之Gap，並應做到變革管理。 / Nowadays, Facing the globalized competition situation, the emerging markets rise, the energy crisis and the financial storm, Taiwan's enterprises is now under the changing and unceasing environment, the only way to hold on the competitive advantage of Taiwan’s enterprises continuously is to find out the market development tendency, and to response to customer demand immediately, and to innovate product and service unceasingly. The ERP system’s appearance had transformed along with the software technology breakthrough and industrial ecology change. Therefore ERP system is no longer only the enterprise computerize and management tools, ERP is even more the basis of the scientific technology innovation. Many company treat the ERP system as the basis of enterprise’s computerize, furthermore to integrate the ERP system with EC, SCM, CRM, KMS, BI……. In the Late-2010s financial crisis time, after the financial crisis, each domestic and foreign economic appraisal report pointed out that the economy started to recover, It’s the best time to restart and grow up at this moment. The realization of the Enterprise resources integration is not only the key successful factor but also the survival life artery. This is why so many enterprises were still determined to implement the ERP System under the economical depression time, and as well as many domestic and foreign invested report forecast that ERP system's demand and the output value will still continue to grow up. One of this research's motivation, is hopes to re-estimate the important strategy of the ERP implementation from the different point of view, hopes to establish the beneficial ERP system. To review the suitability of the ERP System when the enterprises under the industry change, strategy change and business scale changes, no matter to build a new ERP System or ERP system phase transforming, Many enterprises plan the ERP project by the engineering and technical view, It will always occur the unexpected result. It needs to make the careful considering and plans to all the ERP involves, include the business flows, the stake holders, the implemented methodology, the influence, and the implemented strategy…. This research discovery that while the case company developed and implemented ERP system has meets many bottlenecks, and also has faced many problems. It has had many influences to the enterprise organize while implement the ERP system, It has changed the original business flow, and increases many benefits, But still need to continued improved, The ERP system should assured to realize the system integrated, to pay more attention to the analysis of micro process integration and data integration, find out the gap and do the changing management well.

This thesis focuses on an assessment of the current information system in a small company followed by a plan proposal for its replacement. Main goal is to compare multiple different approaches to the process of implementing a new information system in a company and the use of methodical approach for their comparison. The result of this should be a recommendation to whether the information system should be replaced and if so, what will be the resulting gain for the company.

Molnbaserade affärssystem är standardiserade och blir alltmer populära systemstöd i företagen. Om företagen ska kunna få stöd för sina arbetsuppgifter behöver de ändra sina arbetsprocesser för att de ska kunna utföras i det molnbaserade affärssystemet. Syftet med studien är att beskriva hur molnbaserade affärssystem kan stödja respektive inte kan stödja SME-företagens dagliga verksamhet för att besvara studiens frågeställning: ”Hur stödjer molnbaserade affärssystem den dagliga verksamheten i SME-företag?” Studien har använt en kvalitativ ansats för att besvara forskningsfrågan. De semistrukturerade intervjuerna som användes i studien bidrog till att undersöka området på djupet och sedan när resultatet analyserades framkom betydelsefulla teman som utgjorde grunden till studiens diskussion och slutsats. Studiens slutsats visar att molnbaserade affärssystem generellt är stödjande för SME-företagens dagliga verksamhet. Molnbaserade affärssystem stödjer den dagliga verksamheten genom att företag får bättre kontroll över arbetet, optimerar arbetsuppgifterna samt att de möjliggör att kunna utföra arbete oberoende av geografisk plats. I studiens slutsats framkommer det att det finns arbetsprocesser som går att utföra i molnbaserade affärssystem, men användarna väljer att utföra dem i andra system eller program för att funktionaliteten och flexibiliteten är begränsad i molnbaserade affärssystem. Det finns arbetsuppgifter som inte går att utföra i molnbaserade affärssystem därav behöver de utföras i andra system. / Cloud-based enterprise resource planning system (ERP-system) isstandardized and is becoming an increasingly more popular support systemwithin enterprises. For enterprises to be able to receive support for theirwork tasks, they need to change their work processes for them to be carriedout in the cloud-based ERP-systems. The purpose of the study is to describehow cloud-based ERP-systems can support or cannot support the dailyoperations of SME-enterprises to answer the study's question: "How docloud-based enterprise resource planning support the daily operations ofSME-enterprises?"The study used a qualitative approach to answer the research question. Thesemi-structured interviews used in the study contributed to being able toinvestigate the area in depth and when the result was analyzed, significantthemes emerged that were the foundation for the study’s discussion andconclusion. The study’s conclusion indicates that cloud-based ERP-systemsgenerally is supportive for SME-enterprises daily operations. Cloud-basedERP-systems support daily operations by giving companies better control ofthe work processes, optimizing their tasks, and to be able to perform work inindependent of geographical location. The study’s conclusion it appears thatthere are work processes that can be done in cloud-based ERP-systems, butusers choose to do them in other systems or programs because thefunctionality and flexibility is limited in cloud-based ERP-systems

<p>Kvalitetna postavka kombinacije internih kontrolnih mehanizama, u značajnoj meri oredeljuje i kvalitet samog kontrolnog okruženja preduzeća. Ovim istraživanjem je potvrđena činjenica da kvalitetno kontrolno okruženje značajno doprinosi dobrom upravljanju ciljevima i rizicima. Centralno mesto u procesu korporativnog upravljanja zauzimaju interni kontrolni mehanizmi koncentrisani u procesu upravljanja rizicima. Interni kontrolni mehanizmi upotrebom svojih kontrolnih &bdquo;alata&ldquo;, olakšavaju procenu rizika, njegovo prepoznavanje i merenje. Svako iz svog ugla: računovodstvo, kontroling, Fast Close, ERP (Enterprise Resource Planning ), IMS (Integrisani sistemi menadžmenta) , finansijsko upravljanje i kontrola, ERM (Enterprise Risk Management) i interna revizija, su značajni elementi internih kontrolnih mehanizama, u procesu</p> / <p>Creating a right combination of internal control mechanisms, to a large extent, also determines the quality of a company&rsquo;s control environment. This research has confirmedthe fact that an efficient control environment significantly contributes to proper management of goals and risks. The central place in the process of corporate governance belongs to internal control mechanisms centered in the process of risk management. Internal control mechanisms, by using their control &quot;tools&quot;, facilitate the risk assessment, its identification and measurement. Everyone from their own perspective: accounting, controlling, Fast Close, ERP (Enterprise Resource Planning), IMS (Integrated Management Systems), financial management and control, ERM (Enterprise Risk Management) and internal audit, are important elements of internal control mechanisms in the process of managing the key financial and operational risks.</p>

Införandet av ny teknologi i organisationer är ett ständigt aktuellt forskningsområde inom affärssystemforskningen. De senaste åren har fenomenet ”Molntjänster”, eller Software as a Service (SaaS), vuxit i popularitet. Många affärssystemleverantörer erbjuder idag sina kunder affärssystem som en molntjänst. SaaS-baserade affärssystem ger organisationer fördelar i jämförelse med traditionella affärssystem som installeras lokalt i organisationen, som exempelvis ökad skalbarhet, bättre åtkomstmöjligheter, samt lägre kostnader för implementation - vilket gör det särskilt intressant för små och medelstora organisationer. Dock innebär SaaS-baserade affärssystem även risker, som relateras till exempelvis bristande säkerhet, begränsade möjligheter till systemanpassning och integration, bristande prestanda, samt leverantörsinlåsning. Dessa risker kan få organisationer att tveka till att implementera SaaS-baserade affärssystem, trots identifierade fördelar. Tidigare forskning har identifierat både fördelar och risker med SaaS-baserade affärssystem, men lite är känt om varför små och medelstora organisationer väljer att införa sådana system trots de risker systemen är associerade med. Studiens syfte är därför att skapa förståelse för vad som har betydelse för att små och medelstora organisationer implementerar SaaS-baserade affärssystem, trots kända risker. Studiens resultat indikerar att förståelse för risker, tillit och förtroende för systemleverantören, reducerat kompetensbehov internt i organisationer, samt graden av komparativa fördelar har betydelse för organisationers vilja och acceptans till att implementera SaaS-baserade affärssystem, trots risker. Studiens slutsatser har även bidragit med rekommendationer för hur systemleverantörer av SaaS-baserade affärssystem kan utveckla sina värdeerbjudanden. Exempelvis rekommenderas systemleverantörer att vara ärliga och transparenta i kommunikationen mot kundorganisationer, samt att samarbeta med kundorganisationer genom hela implementationsfasen och efter slutförda implementationsprojekt. / The introduction of new technology in organizations is an ever-present area of research within ERP systems research. In recent years, the phenomenon of "Cloud Services", or Software as a Service (SaaS), is growing in popularity. Today, many ERP system suppliers offer their customers ERP systems as a cloud service. SaaS-based ERP systems give organizations advantages over traditional ERP systems that are installed locally in the organization, such as increased scalability, better accessibility, and lower implementation costs - which makes them particularly interesting for small and medium-sized organizations. However, SaaS-based ERP systems also involve risks that are related to, for example, lack of security, limited possibilities for system customization and integration, lack of system performance, and supplier lock-in. These risks may cause organizations to avoid SaaS-based ERP systems, despite identified benefits. Earlier research has identified both benefits and risks with SaaS-based ERP systems, but little is known about why small and medium-sized organizations choose to implement such systems despite the risks associated with them. The aim of the study is therefore to create an understanding of why small and medium-sized organizations choose to implement SaaS-based ERP systems, despite known risks. The study's results indicate that understanding of risks, trust and confidence in the system vendor, reduced internal competence needs, and the level of comparative advantages are important for organizations' willingness and acceptance to implement SaaS-based ERP systems, despite risks. The study’s conclusions also contributed with recommendations for how systems suppliers of SaaS-based ERP systems can develop their value propositions. For example, system suppliers are advised to be honest and transparent in communicating with customer organizations, as well as collaborating with customer organizations throughout the implementation phase and after the completion of implementation projects.