Purpose – The purpose of this study is to increase the understanding of factors that affect the integration of Enterprise Resource Planning systems (ERP systems) in small and medium-sized enterprises (SMEs). A successful integration of ERP systems can lead to an increased ability for businesses to achieve its business and financial goals through increased competitiveness. An ERP system is also perceived as a crucial component in today’s complex supply chains and changing business conditions. While previous research has had a focal point on ERP system integration in larger enterprises, however, there is a lack of understanding regarding ERP system integration in SMEs. Therefore, this study aims to identify critical success factors for ERP systems integration in SMEs. Therefore, the purpose of the study is: To increase the understanding of factors that affect the integration of ERP systems in small and medium-sized enterprises. Two research questions have been developed to be answered based on the purpose: [1] What factors do consultants to an ERP system consider as critical when integrating ERP systems in small and medium-sized enterprises? [2] What factors does applied organizations consider as critical when integrating ERP system in small and medium-sized enterprises? Method – A case study with a single-case design was conducted at an ERP system retailer. Semi-structured qualitative interviews were used as the primary method of data collection, and the interviews were carried out in two phases. The first phase consisted of interviews with the case company, whose respondents were the company’s ERP consultants. Phase two consisted of interviews with the applied organizations, which consists of the case company’s customers. The two phases of interviews made it possible that a holistic perspective could be covered, since data was collected from both stakeholders. To answer the purpose and research questions, the collected empirical data from the interviews were analyzed. Findings – The study identifies resources such as time and cost as crucial factors for a successful integration of ERP systems within SMEs. The study also confirms previous study results in which factors such as project members, communication, competence, change management, and management support are identified as crucial to successfully integrate ERP systems. A well-planned integration process with adequate resources and knowledge is necessary for a successful integration. The findings of this study contribute to previous studies regarding ERP system integration. Implications – The study identified important factors when integrating ERP systems in SMEs, which can be beneficial for ERP retailers and businesses looking to integrate such a system. By taking the study's findings into account, involved stakeholders can enhance the effectiveness of their integration process. Limitations – The study’s generalizability is questionable since it is only based on a single case. The limited time affected the depth of the study. More time could have resulted in more collected data for greater generalizability. Keywords – Critical Success Factors, ERP System, Integration, SMEs

An enterprise resource planning system (ERP-system) is a data system that connects modules within several administrative areas. ERP-systems can give companies the opportunity for increased efficiency since all administrative areas can be managed through one system. However, ERP-systems do not always meet the expectations that the companies have, where it is estimated that only half of the companies manage to realize the benefits that ERP-systems offer. This raises the question why some companies fail in their implementation and how this can be avoided. The purpose is thus to investigate what experiences organizations have taken with them from failed ERP-implementations and through this gain an increased understanding of the causes of critical failure factors and how they can be counteracted. The study has been carried out using a qualitative method where data has been collected through semi-structured interviews with people who have experience in implementing ERP-systems. This is also complemented by previous research which is compiled into a framework used to better understand the collected data. The study states that leadership is often the basis for many of the problems but also the solution to the problems that arise in the implementation, the central aspects of leadership are discussed with the help of previous research as well as empirical findings. One of the most frequently discussed factors by the respondents is involvement, which refers to the difficulties for companies in determining how many and which people should be involved in the implementation. Success in this has a major impact on the internal attitude and receptivity to change. Furthermore, it is stated that there are certain differences between larger and smaller companies, where the smaller companies are more vulnerable to institutional forces. Also, that many organizations experience difficulties in communication with their supplier of the ERP-system, where the system does not meet all the client's needs as a result.

ERP-system kan vara väldigt komplexa att implementera i organisationer. Det är en utmaning som funnits med sedan lång tid tillbaka, där ERP-implementeringar misslyckas delvis på grund av bristande strategier. Teknologin utvecklas och därmed måste organisationerna hänga med i den utvecklingen när det gäller system. Alla organisationer är annorlunda och kräver därför olika lösningar. Detta kan medföra risker och problem under processens gång för att nå ett lyckat resultat. I denna studie undersöks det vilka strategier som är användbara under planeringsfasen för att minimera risker vid utrullning av ett globalt ERP-system. Syftet är att utvärdera strategier och risker i planeringsfasen där det är bristande tidigare forskning. Det anses inte som den viktigaste delen vid systembyten men är en betydande faktor för ett lyckat resultat. Fallstudien lägger fokus på ett globalt projekt där förberedelsefasen av en ERP-utrullning pågår. Datainsamlingen består av dokument från organisationen samt intervjuer av fyra olika nyckel-personer inom projektet. Slutsatsen i uppsatsen påvisar att det är avgörande att tidigt i projektet definiera strategin över strukturerade processer för att hantera risker. Två strategier som anses avgörande för att ett projekt ska bli lyckat är kommunikation och toppledningsstöd. Toppledningsstödet är väldigt viktigt i ett globalt projekt, men det medför även risker inom kommunikation och detaljplanering om det inte appliceras korrekt. / ERP systems can be very complex to implement in organizations. This is a challenge that has existed for a long time, where ERP implementations fail to a large extent, partly due to a lack of strategies. Technology is evolving, and thus organizations must keep up with that development when it comes to systems. All organizations are different and therefore require different solutions. This can entail risks and problems during the process to achieve a successful result. This study examines which strategies are useful during the planning phase to minimize risks when rolling out a global ERP system. The purpose is to evaluate strategies and risks in the planning phase where there is a lack of previous research. It is not considered the most important part of system changes but is a very important factor for a successful result. The case study focuses on a global project where the preparation phase of an ERP rollout is in progress. The data collection consists of documents from the organization as well as interviews with four different key persons within the project. The conclusion of the thesis shows that it is crucial to define the strategy of structured processes for managing risks early in the project.

Många ERP-implementeringsprojekt går över planerad budget och planerade tidsramar. Tidigare forskning har resulterat i ett ramverk av kritiska framgångsfaktorer som bör beaktas under ett implementeringsprojekt. Hur väl stämmer denna tidigare utvecklade teoretiska bild av kritiska framgångsfaktorer överens med svenska ERP-konsulters bild av implementeringsarbetet idag? Syftet är att klargöra om ett tidigare utvecklat ramverk av kritiska framgångsfaktorer är aktuellt för dagens ERP-implementeringar. En litteraturstudie utfördes och följdes av fem kvalitativa semistrukturerade intervjuer på fem etablerade svenska ERP-konsultfirmor. Studien noterade flera likheter mellan det teoretiska ramverket samt uppfattningarna hos de svenska affärssystemskonsulterna. Områden som projektplanering ansågs vara av yttersta vikt. Ett antal skillnader upptäcktes också. Det ansågs kritiskt att personal har möjlighet att lägga ner den tid som behövs. Vidare ansågs god kommunikation vara en grundläggande komponent. / Many ERP-implementation projects require more time and money than expected. Previous research has developed a framework consisting of several critical success factors that need to be considered during implementation projects. How well does the earlier developed theoretical picture of critical success factors align with the picture of several Swedish ERP-consultants today? The purpose is to clarify if a previously developed framework of critical success factors are applicable to current ERP-implementation projects. A literature study was performed and followed by five qualitative semi structured interviews at five established Swedish ERP-consulting firms. The study noted several similarities between the theoretical framework and the opinions of the Swedish ERP-consultants. Areas such as project planning proved to be of vast importance. A few differences were also revealed, such as the great significance of having the time necessary as well as proper communication.

Behövs en förstudie innan man sjösätter ett nytt projekt som ska förändra ett företags arbetssätt eller effektivisera en verksamhet? Rapporten beskriver effekterna av att göra en förstudie innan ett projekt påbörjas, som kan innebära stora förändringar i ett företags verksamhet. Förstudien har en stor betydelse, inte minst för att den gör det möjligt att avbryta ett projekt i ett tidigt skede, om man upptäcker att det inte är ekonomiskt fördelaktigt för företaget att genomföra det. En slutsats vi drar är att de agila projektmodellerna underlättar hanteringen av förändringar som uppstår under projektets gång samt gör projektet mer anpassningsbart till de resultat som framkommer under projektets gång.Rapporten tar upp för- och nackdelar med olika projektmetoder och affärssystem. I rapporten intervjuas ett antal mycket erfarna och kompetenta personer, som tillsammans har över 100 års projektvana och som har implementerat 100-tals projekt. Deras erfarenheter och synpunkter ligger till grund för slutsatser och analyser i rapporten. Dessutom har vetenskapliga litteraturstudier kompletterat intervjuerna för att ge en heltäckande bild av frågorna om förstudier, affärssystem och deras roller i olika sammanhang. / Is a feasibility study necessary before launching a new project that will change a company’s work processes and efficiency? This report describes the impact of making a feasibility study before project initiates, which can mean big changes in a company’s operations. The feasibility study is of great importance, not at least because it makes it possible to cancel a project at an early stage if you discover that it is not economically advantageous for the company to implement it. This report discusses the pros and cons of different project methods and ERP-systems. The report interviewed a number of very experienced and competent persons, who together have over 100 years of project experience and which have been involved in above 100 projects. Their views and experiences form the basis for conclusions and analyses in the report. In addition, the scientific literature studies supplemented the interviews to give a comprehensive picture of the issues of feasibility studies, ERP-systems and their roles in different contexts.

Bakgrund och problem: Enterprise resource planning system (Svenska:Affärssystem) har historiskt huvudsakligen använts inom stora företag. Men har påsenare tid blivit allt vanligare hos små- och medelstora företag till följd avdigitalisering och marknadsändringar. Det har gjorts studier för hur ett välimplementerat och integrerat affärssystem ökar effektiviteten inom företag. Vidarekonkluderar forskare att utvärdering av affärssystemet är viktigt för att bibehålla etteffektivt system över tid och föreslår utvärderingsmodeller för ändamålet. Däremotfinns det teoretiska kunskapsluckor gällande hur små- och medelstora företag inomtillverkningsindustrin kan och bör genomföra utvärderingar och vilkabeslutsfaktorer som ligger till grund för ett sådant beslut. Syfte: Studiens syfte är att undersöka om och hur små- och medelstora företagutvärderar sina affärssystem. Metodval: Studien har en kvalitativ forskningsmetod med abduktivforskningsansats. Det empiriska materialet utgörs av 10 semistrukturerade intervjuermed olika chefer och ansvariga för små- och medelstora tillverkningsföretag. De 10respondenterna valdes genom ett målstyrt urval. Slutsats: Formella utvärderingar med hjälp av modeller utförs inte. Utvärderingmed hjälp av är modeller är en komplex process som anses vara för tidskrävandeoch kostsam för små- och medelstora företag att genomföra. Däremot förekommerinformella utvärderingar av affärssystem till viss utsträckning. / Background and problem: Enterprise resource planning systems have historicallymainly been used within large companies. But has recently become increasinglycommon in small- and medium-sized companies as a result of digitization andmarket changes. There have been studies on how a well-implemented and integratedbusiness system increases efficiency within companies. Furthermore, researchersconclude that evaluation of the business system is important to maintain an effectivesystem over time and propose evaluation models for the purpose. On the other hand,there are theoretical knowledge gaps regarding how small- and medium-sizedcompanies in the manufacturing industry can and should carry out evaluations andwhich decision factors are the basis for such a decision. Purpose: The purpose of the study is to investigate whether and how small- andmedium-sized companies evaluate their enterprise resource planning system. Method: The study has a qualitative research method with an abductive researchapproach. The empirical material consists of 10 semi-structured interviews withvarious managers of small- and medium-sized manufacturing companies. The 10 respondents were selected through purposive sampling. Conclusion: Formal evaluations using models are not carried out, as evaluationusing models is a complex process that is considered too time-consuming and costlyfor SMEs to undertake. On the other hand, informal evaluations of enterpriseresource planning systems occur to a certain extent.

System deployment projects are extremely complex and with more and more organisations now choosing to configure and deploy off-the-shelf systems, the project teams are presented with new challenges. The aim of this study was to gain an understanding of the issues faced during such configuration and deployment projects and see if support could be provided. A year long observational study of one of these projects was carried. While it was initially assumed that it would be technical issues related to the system’s configuration that would be the primary problems, the study revealed communication issues to be at the heart of a large number of the issues. Online social networks such as Facebook are extremely popular, allowing users to stay in touch with large numbers of distributed people. Private social network sites were applied to projects to see if they could replicate the benefits the sites provide and support project communications. A social network site was created for both a distributed research project and an administrative systems project and their use observed. Statistical data on the use of the sites and qualitative feedback from users is presented to assess the viability of the approach. The experiments showed social network sites to have many benefits when used as a complementary mechanism to traditional channels for project communications. It is clear however, that social network sites cannot solve all the problems projects may encounter. If the use of a site is to be a success it is vital it gains a critical mass of users. The approach taken to the site’s configuration and introduction will be hugely influential in its success. In order to choose the right approach a clear understanding of what the project’s communication needs are and the possible uses of the site is needed. A process of configuration and development with a small group of potential users is recommended to ensure it is as user friendly as possible before going live to a large user base.

Este trabalho avalia qual é o papel das competências organizacionais que estão vinculadas ao universo de gestão dos sistemas ERPs no processo de sustentação do valor de uso destes aplicativos no cenário macro-econômico brasileiro, em sua perspectiva de pós implementação. Para tal, utiliza o referencial teórico associado tanto à literatura voltada para o estudo das competências organizacionais como também à literatura voltada para o a gestão dos sistemas ERPs, com foco em sua perspectiva de principal ator da suíte de aplicativos associados à Tecnologia da Informação. A partir do levantamento bibliográfico desenvolvido na primeira parte do trabalho, foram elaboradas dez proposições de estudo que serviram de base para o desenvolvimento da pesquisa de campo junto a cinco grandes empresas usuárias de aplicativos ERPs, todas pertencentes a diferentes segmentos econômicos do cenário brasileiro. A metodologia utilizada no estudo previu o desenvolvimento do método de estudo de casos múltiplos, através do qual as informações colhidas nas empresas foram analisadas em conjunto e de forma cruzada, possibilitando a identificação mais robusta das competências organizacionais e de suas respectivas aderências ao problema da pesquisa. As evidências empíricas sugerem que de fato existe um conjunto de competências organizacionais, nesta pesquisa delimitado ao número de 35, que se dividem em áreas operacionais distintas como a qualidade de uso e qualidade das informações advindas do ERP, gestão especializada da área de TI envolvendo os aplicativos ERPs, inovação tecnológica e uso da tecnologia do ERP II e flexibilidade operacional do aplicativo ERP no âmbito dos requisitos informacionais legais do macro cenário brasileiro. Evidenciou-se, desta forma, que associado ao tema valor de uso do ERP em sua perspectiva de pós implementação, existem grupos de competências que são extremamente valorizadas pelas empresas, seguidas por outras de grande relevância e por dois grupos adicionais de competências, de média e pouca relevância. Observou-se complementarmente que as áreas de TI das empresas são as grandes responsáveis pela gestão do ERP em seu período de pós implementação, assim como a existência de uma tendência das áreas operacionais usuárias destes aplicativos a não se sentirem plenamente responsáveis por este processo, justamente por não terem maior aderência a este conjunto específico de competências. / This thesis evaluates which is the role of the organizational competences that are linked to the ERP\'s systems management universe in the process of sustaining the use value of these applications in the Brazilian macro economic scenario, in their post implementation perspective. For such, it uses the theoretical referential focused on the study of organizational competences literature as well as literature directed to the ERP systems management, focusing on their perspective of the main actor of the of applications suite related to Information Technology. Starting from the bibliographical raising developed in the first part of the work, it were elaborated ten study propositions which formed the basis for the fields research development in five ERP large firms belonging to different economic segments of the Brazilian scenario. The methodology used in the study predicted the development of the method of multiple case study, through which the information picked in the companies were analyzed together and in a crossed way, making possible the most robust identification of the organizational competences and of their respective adherences to the research problem. The empiric evidences suggest that in fact exists a group of organizational competences, in this research delimited to the number of 35, which are divided into distinct operational areas such as quality of use and quality of information obtained from the ERP, specialized management of the IT area involving the ERP\'s applications, innovation and ERP II technology use and the ERP operational flexibility within the legal requirements of informational macro Brazilian scenario. It was evident, therefore, that the issue involved the use value of ERP in a post implementation perspective, are formed for a set of competences extremely valued by the firms, following for another group of great relevance competences and for two additional ending groups of competences, of average and little relevance. It was noted in addition that the IT firms areas are mainly responsible for the ERP management in their post implementation period as well as the existence of a tendency of the operational areas do not feel fully responsible for this process, just for not having greater adherence to this particular set of skills.

Syftet med denna studie är att undersöka till vilken utsträckning som företag inomSveriges företagsvärld inser nyttan och användbarheten med att använda sig utav ettaffärssystem vid beslut gällande verksamheten styrning. Uppsatsen avser även attundersöka sambandet mellan affärssystem och beslutstöd genom att undersökakopplingen mellan tydligt ställda mål på affärssystemet och sedermera användandet utavdet som beslutstöd. Studien är genomförd med en positivistisk ansats av kvantitativ art,då vi genom en enkätundersökning har undersökt hur 34 stycken företag ser på planeringoch det dagliga användandet av affärssystem. Empirin har sedan analyserats utifrån redantidigare befintliga teorier som vi även utgått ifrån vid framställningen av enkäten.Affärssystemen har i allt snabbare takt börjat utvecklas och dessutom blivit en allt mercentral del utav den ekonomiska styrningen för verksamheten. Målen för användare avaffärssystem inriktas dock främst mot att förbättra hanteringen utav transaktioner genomen standardisering utav affärsprocesser och integration mellan verksamhet och data(Holsapple & Sena, 2003). Men Davenport (1998) menar att behovet av att göra sundaaffärsbeslut är en utav de främsta anledningarna för att anskaffa ett affärssystem. Enstudie av Löfgren och Ericsson (2004) påvisar att svenska företag har svårt att få framinformation genom sitt affärssystem alternativt inte vet hur man skall användainformationen som erbjuds. Dem menar också att målen med systemlösning inomekonomifunktionen måste överensstämma med den övergripande styrfilosofin för attaffärssystemet ska kunna maximeras. Ytterligare en studie gjord av Holsapple & Sena(2005) visar på att det finns en viss, men tydlig, användning av affärssystem sombeslutstöd i den amerikanska företagsvärlden. Men vad skulle en liknande undersökning,utförd i Sveriges företagsvärld, ge för resultat? Kommer resultatet i så fall stärka det somLöfgren & Ericsson (2004) påstår gällande sambandet mellan mål med affärssystemetoch användandet av det som beslutsstöd?Med studien har vi kommit fram till följande slutsats. Företag i Sverige inser till viss delnyttan med att använda affärssystem som beslutsstöd, de lägger en betydlig vikt vid attplanera affärssystem både vad gäller beslutsstöd men främst i övriga frågor gällande attintegrera och standardisera verksamheten. Även i det dagliga användandet avaffärssystemet påträffas situationer, gällande beslutstöd, av betydelse, även om företagenlångt ifrån använder systemet till fullo. Vid jämförelsen med amerikanska företag ser viatt även de lägger stor vikt vid att planera affärssystem men att de desto oftare använderaffärssystemet för olika situationer i den dagliga verksamheten, vilket är en markantskillnad mot de svenska företagen.

Este trabalho avalia qual é o papel das competências organizacionais que estão vinculadas ao universo de gestão dos sistemas ERPs no processo de sustentação do valor de uso destes aplicativos no cenário macro-econômico brasileiro, em sua perspectiva de pós implementação. Para tal, utiliza o referencial teórico associado tanto à literatura voltada para o estudo das competências organizacionais como também à literatura voltada para o a gestão dos sistemas ERPs, com foco em sua perspectiva de principal ator da suíte de aplicativos associados à Tecnologia da Informação. A partir do levantamento bibliográfico desenvolvido na primeira parte do trabalho, foram elaboradas dez proposições de estudo que serviram de base para o desenvolvimento da pesquisa de campo junto a cinco grandes empresas usuárias de aplicativos ERPs, todas pertencentes a diferentes segmentos econômicos do cenário brasileiro. A metodologia utilizada no estudo previu o desenvolvimento do método de estudo de casos múltiplos, através do qual as informações colhidas nas empresas foram analisadas em conjunto e de forma cruzada, possibilitando a identificação mais robusta das competências organizacionais e de suas respectivas aderências ao problema da pesquisa. As evidências empíricas sugerem que de fato existe um conjunto de competências organizacionais, nesta pesquisa delimitado ao número de 35, que se dividem em áreas operacionais distintas como a qualidade de uso e qualidade das informações advindas do ERP, gestão especializada da área de TI envolvendo os aplicativos ERPs, inovação tecnológica e uso da tecnologia do ERP II e flexibilidade operacional do aplicativo ERP no âmbito dos requisitos informacionais legais do macro cenário brasileiro. Evidenciou-se, desta forma, que associado ao tema valor de uso do ERP em sua perspectiva de pós implementação, existem grupos de competências que são extremamente valorizadas pelas empresas, seguidas por outras de grande relevância e por dois grupos adicionais de competências, de média e pouca relevância. Observou-se complementarmente que as áreas de TI das empresas são as grandes responsáveis pela gestão do ERP em seu período de pós implementação, assim como a existência de uma tendência das áreas operacionais usuárias destes aplicativos a não se sentirem plenamente responsáveis por este processo, justamente por não terem maior aderência a este conjunto específico de competências. / This thesis evaluates which is the role of the organizational competences that are linked to the ERP\'s systems management universe in the process of sustaining the use value of these applications in the Brazilian macro economic scenario, in their post implementation perspective. For such, it uses the theoretical referential focused on the study of organizational competences literature as well as literature directed to the ERP systems management, focusing on their perspective of the main actor of the of applications suite related to Information Technology. Starting from the bibliographical raising developed in the first part of the work, it were elaborated ten study propositions which formed the basis for the fields research development in five ERP large firms belonging to different economic segments of the Brazilian scenario. The methodology used in the study predicted the development of the method of multiple case study, through which the information picked in the companies were analyzed together and in a crossed way, making possible the most robust identification of the organizational competences and of their respective adherences to the research problem. The empiric evidences suggest that in fact exists a group of organizational competences, in this research delimited to the number of 35, which are divided into distinct operational areas such as quality of use and quality of information obtained from the ERP, specialized management of the IT area involving the ERP\'s applications, innovation and ERP II technology use and the ERP operational flexibility within the legal requirements of informational macro Brazilian scenario. It was evident, therefore, that the issue involved the use value of ERP in a post implementation perspective, are formed for a set of competences extremely valued by the firms, following for another group of great relevance competences and for two additional ending groups of competences, of average and little relevance. It was noted in addition that the IT firms areas are mainly responsible for the ERP management in their post implementation period as well as the existence of a tendency of the operational areas do not feel fully responsible for this process, just for not having greater adherence to this particular set of skills.