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This paper develops an integrated model of ERP success that links contextual variables of the organisation with the critical implementation decisions affecting the managerial and technical execution of the project, leading to tactical and strategic measures of ERP success. Three implementation cases are analysed to explore the importance of unique contextual variables in guiding key decisions in the ERP implementation. The model developed in this paper provides a conceptual distinction between critical decisions and implementation tasks, showing that the main determinant of implementation success is the alignment between implementation tasks and organisational context.

An integrated model of ERP success: the critical role of task-context alignment