The Impact of Organizational Politics on ERP Implementation
Keywords:
organizational politics, ERP implementation, power dynamics, stakeholder perceptions, qualitative case study, resistance, organizational behaviorAbstract
Enterprise Resource Planning (ERP) implementation is often challenged by organizational politics, yet much research has focused on technical and financial factors rather than the social dynamics shaping adoption outcomes. This qualitative study explores how political behaviors influence ERP implementation in five organizations that completed ERP projects within the past two years. Drawing on Organizational Politics Theory (Mintzberg, 1983) and Technology Adoption Theory, the study employs semi-structured interviews, document analysis, and observational notes to capture the experiences of 100 stakeholders across executive, managerial, IT, and departmental roles. Thematic analysis revealed that political resistance—manifested through data ownership disputes, customization demands to preserve departmental power, and maintenance of shadow systems—was a central factor shaping implementation processes and timelines. Participants highlighted the importance of politically skilled project managers, coalition-building, and executive sponsorship in navigating resistance. Findings illustrate that ERP adoption is deeply embedded in organizational power structures and cultural dynamics, with implications for leadership development, policy design, and structural interventions. This study contributes to management science by providing rich, contextually grounded insights into the interplay between organizational politics and technology adoption, offering evidence-based guidance for practitioners and scholars seeking to enhance ERP implementation success.
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