Global Journal of Computer Science and Technology, G: Interdisciplinary, Volume 23 Issue 1

© 2023 Global Journals Global Journal of Computer Science and Technology Volume XXIII Issue I Version I 29 ( )G Year 2023 A successful ERP implementation involves two distinct phases - successful implementation and system support. There are a few factors that contribute to both domains, nonetheless (Jiwat, Cprkindale, and Wu 2013). According to Hasibuan and Dantes (2012), system success is measured by five indicators, which include system quality, service quality, information quality, strategic impact, and tactical impact. Success is usually viewed from different perspectives by different stakeholders. Previous research has focused on the Critical Success Factors (CSFs) that a corporation must have to achieve the system's goals. Because the failure of such an ERP implementation would be a substantial financial, time, and effort loss for the firm, it would also jeopardize the organization's ability to gain a competitive advantage (Elmeziane & Elmeziane, 2012). Therefore, the current research focuses on characteristics that would enable a successful remote ERP implementation procedure based on contingency theory. Any company undergoing a transformation must focus on several elements that could sabotage the transformation's success. As a result, ERP system implementation would necessitate a lot of criteria to be successful. The current study will use contingency theory to investigate the elements that influencing remote ERP implementation. Even though the theory has been tested in the research on CSFs of ERP implementation, there is a void in the literature on applying the contingency theory as a theoretical lens in detecting the CSFs of remote ERP implementation, which is now in vogue with the Covid-19 pandemic limits. There are many CSFs that determine the success of an ERP implementation. A successful ERP implementation requires several factors that Shaul and Tauber (2013) list as CSFs, including project management, top management support, data management, sufficient training programs, and system users' support. The authors point out that the team of change managers, along with top management have the ability to manage user resistance (Shaul & Tauber, 2013). According to the systematic literature review recently carried out by Saade and Nijher (2015), after reviewing 37 different cases with the unique eight-step coding system, it was revealed that there are 22 Critical Success Factors (CSFs) for a successful ERP implementation. Top management support and commitment, minimal customization, organization fit to the ERP, legacy system support, detailed cost, quality management, Business Process Re-engineering, data migration plan, measurable KPIs, small team, communication, base point analysis, morale maintenance, contingent plans, documentation of ERP success, results management, user feedback usage, and maximum potential were among the 22 CSFs identified in this study (Saade & Nijher, 2016). The literature mentions that among all CSFs for ERP implementation, persistent top management involvement and the top management support at each stage of the ERP implementation is critical (Ranjan & Jha, 2018; Saade & Nijher, 2016). A successful implementation is achievable only if high-degree executives have a sturdy dedication to the assignment (Gargeya & Brady, 2005). For numerous reasons, top management commitment to the project is critical throughout the implementation life cycle (Somers & Nelson, 2004). One benefit of top management prioritizing the project is a reduction in the time it takes to complete, it increased dedication from people in the organization, as well as management's capacity to provide the necessary resources and a sufficient amount of time to complete the task correctly. Senior management must be dedicated to their involvement in the implementation process and willing to devote precious resources to it. Employees should be informed about the organization's shared vision and the function of the new system and structures. It is necessary to establish and approve new organizational structures, roles, and duties. To develop new systems and techniques in the organization, top management should set policies. Managers should intervene between parties in times of disagreement. Finally, senior management support is not only motivating, but it also aligns the ERP project with the entire business strategy (Akkermans & Van Helden, 2002). Change management refers to the ability to anticipate and manage changes (Mata, et al., 1995; Wade & Hulland, 2004). Change management has been identified as a CSF in ERP implementation (Elmeziane and Elmeziane, 2012; Al-Turki, 2011; Nour and Mouakket, 2011). Guha et al., 1997, emphasizes the importance of change management, and suggests that it is a prerequisite for achieving sustainable competitive performance. The relevance of change management is highlighted during the project's initial phases and throughout the project's life cycle (Nah, et al., 2007). As a result, change management is unquestionably a CSF in ERP implementation success, as evidenced by a few previous CSFs in ERP implementation success literature. However, the shift must be carefully handled depending on the culture, institutions, and style of ERP deployment, as suggested in the literature (Saade & Nijher, 2016; Shaul & Tauber, 2013; Nah, et al., 2007). According to the literature, change management is critical to ERP implementation success regarding empowered team management and adapting implementation strategies for identifying, managing, and training ERP project stakeholders (Dezdar & Ainin, 2011). There is a lack of comprehensive coverage of what change management entails from current literature on change management. A change management perspective encompasses not just altering current Critical Success Factors of Remote ERP Implementation: From System Users’ Perspective