Background: Due to the rapid development of globalization, increased competition has led to significant market changes. Enterprise resource planning (ERP) has been a crucial part of gaining competitive advantage, but implementing an ERP system have shown to be complicated and expensive. Hence, understanding the critical success factors (CSF) when implementing an ERP system is vital as it can provide a successful implementation. Previous research has mainly focused on the general perspective, whereas the user perspective towards the CSFs has been lacking. This thesis complements the research by concentrating on the operational user and their perception towards the importance of each CSF as well as in which implementation phase each CSF is essential.  Purpose: The purpose of this study is to investigate the CSFs of an ERP implementation from a user perspective and why these are important in different implementation phases.  Method: As this study adopted a qualitative approach, a multiple case study of three case companies was conducted with an inductive research approach. The empirical data have been gathered through semi-structured interviews. A theoretical framework has been used for the literature in this study. The empirical data was then analyzed and compared to the literature. By analyzing the data in a within-case analysis before combining the findings in a cross-case analysis, it enabled the possibility to compare and derive a conclusion covering all case companies.  Conclusion: The results of this thesis shows that users from the case companies believed that more users should be involved in the ERP implementation. Furthermore, two case companies believed each 13 CSFs to be critical in an ERP implementation, whereas one case company believed 12 CSFs to be important. Where the CSFs ‘minimum customization', ‘education and training,' ‘technical possibilities' and ‘performance measurement' were perceived to be essential in this study compared to previous research when users did not perceive these CSFs as important. Lastly, a first attempt at grouping the CSF with the phases of an ERP implementation was made. The findings from the cross-case analysis revealed that there is a shared perception across some of the companies of why the CSFs are essential concerning the specific phases.

Syfte – Syftet med denna uppsats var att genom existerande fallstudier, enkätundersökningar och annan sekundärdata identifiera vilka faktorer som ger upphov till motstånd vid implementeringen av ERP-system och hur detta motstånd kan förebyggas.Metod – Metoden som användes i denna uppsats är dokument. Dokument i denna uppsats var sekundärdata i form av artiklar och böcker från världsledande journaler inom området ERP-implementering. Uppsatsens teori, analyser och modeller bygger kring dessa artiklar och böcker.Resultat och analys – Resultaten från denna studie tyder på att alla ERP-implementeringar möter motstånd vid ERP-projekt. Det är hanteringen och förebyggandet av dessa motståndsbeteenden som avgör projektets framgång. De viktigaste faktorerna som gav upphov till motstånd var: Lågt engagemang från ledning och styrelse, otillräcklig utbildning och träning vilket resulterar i kunskapsbarriärer, projektgrupp med individer som inte har tillräckligt med erfarenhet, inflytande och kunskap, bristfällig förändringshantering med en passiv ledarstil, systemets kvalitet och pålitlighet och ingen tydlig vision och affärsstrategi. Studien kom även fram till att implementeringen består av tre stora faser: innan, under och efter implementering. Misstag som görs vid fasen innan implementering visade sig vara mest avgörande för projektens framgång. Studien presenterar även olika förebyggande åtgärder som kan användas för att minska motståndsbeteendena som uppstår. De förebyggande faktorerna är: En tydlig affärsplan och vision för projektet som slutanvändarna lätt kan ta till sig, starkt stöd från ledning så att även lägre nivåer känner stöd för projektet, förutse förändringar i affärsprocesser genom att analysera konsekvenserna av implementeringen, support och kommunikation med berörda intressenter för att tidigt upptäcka problem, en projektgrupp med inflytande och erfarenhet som jobbar heltid med projektet och träning och utbildning för att övervinna kunskapsbarriärer som kan resultera i motstånd.Originalitet – Denna studie samlar den senaste forskningen kring ERP-implementation och motståndsbeteenden. En modell som visualiserar hur motstånd påverkar implementationen har även skapats som en generell vägledande modell för organisationer som implementerar ERP-system.Nyckelord – ERP, ERP-implementation, motståndsbeteenden, ERP-implementation faser. / Purpose – The purpose of this paper was to identify factors that give rise to resistance behaviours when implementing ERP-systems. The purpose was also to find ways to prevent these resistance behaviours.Methodology – This paper was conducted through examination and use of a methodology called documents. The paper was built upon existing secondary data. The secondary data was made up of articles and books from world leading academic journals in the area of ERP-implementation.Findings and results – The findings of this paper suggests that all ERP-implementations will face human resistance of some kind and that the treatment of these resistance behaviours is crucial for a successful implementation project. The paper identified important resistance factors that need to be handled: Low commitment from top management, inadequate training and education, a project group with little influence, experience and skills, poor change management and passive management styles, system quality, system reliability, poor business vision and poor strategy plans. The paper also identified the planning phase of an ERP-implementation to be the most crucial phase in the whole project. The paper presents ways to prevent the resistance threat through some important factors: A clear business plan and vision of the project is needed and this vision must be visible to people using the system, strong support from top management and the board is needed for funding and influence on lower levels of organizations, good anticipation of changes in processes connected to the implementation, support and communication with relevant stakeholders, a strong and influential project group, training and education to overcome knowledge barriers and developed change management strategies.Originality – This paper provides an examination and summary of the most critical factors that influence resistance behaviours when implementing an ERP-system and also provides a model that can be used in organizations when facing an implementation project.Keywords – ERP, ERP-implementation, resistance behaviours, ERP-implementation phases.

An ever-increasing amount of people are using ERP systems daily, but the usability of these types of systems remains low. They are often complex and hard to use. End-users’ dissatisfaction with systems of low usability can result in the product becoming ineffectively used. Providers of ERP systems are the ones with the best possibilities to attend these usability issues, but there are possibilities for the customer to affect the outcome of the system’s usability during the implementation process. The first purpose of this study is to assess where different aspects of usability can be affected during the implementation process of ERP systems. Its second purpose is to create a framework to which a company’s current ways of working with usability during ERP implementations is assessed and addressed. In the study, a collection of previous studies in relevant fields was conducted. Primary empirical data was collected in three semi-structured interviews conducted via Zoom. Further empirical data was gathered via forms. The study showed from reviewing the literature that different aspects of usability can be affected during different phases of an ERP implementation process. It further found that the company in question did affect usability to an extent during their implementation process. However, some aspects of usability were not considered by the company when implementing ERP systems.