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

since R2 = 34.5%, there could be some other factors that significantly impact on remote ERP implementation success apart from the considered six factors Top Management Commitment, Change Management, User Training and Education, Project Management, Communication, and Implementation Strategy. Table 10: Regression Results Coefficients Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) 1.995 .442 4.513 .001 Top Management Commitment .077 .081 .047 .945 .346 Change Management .018 .050 -.019 -.358 .721 Communication .342 .069 -.298 -4.946 .001 Implementation Strategy .139 .064 .128 2.163 .001 User Training and Education .691 .064 .643 10.871 .001 Project Management .031 .070 .022 .444 .658 a. Dependent Variable: Remote ERP system implementation success © 2023 Global Journals Global Journal of Computer Science and Technology Volume XXIII Issue I Version I 42 ( ) Year 2023 G Table 10 illustrates the impact of each independent variable (Top Management Commitment, Change Management, User Training and Education, Project Management, Communication, and Implementation Strategy) on the dependent variable, which is remote ERP system implementation success. For all the independent variables, beta values derived were positive, which determined that with each of the considered independent variable there has been a positive correlation with the dependent variable remote ERP implementation success. However, looking at the significant values in addition to the constant, the other independent variables that have a significant impact on remote ERP system implementation success have been, User Training and Education (Sig. val = 0.001), Communication (Sig. val = 0.001), and Implementation Strategy (Sig. val = <0.001). Further, the results show that, 1% change in the User Training and Education, Communication, and Implementation Strategy; would increase the remote ERP implementation success by 69.1%, 34.2%, and 13.9% respectively. However, looking at the results, since the significance level of Top Management Commitment, Change Management, and Project Management has been greater than 0.05, although each of these factors have a positive correlation with the dependent variable - remote ERP implementation success, they were not found to be having a significant impact on remote ERP implementation success. d) Hypotheses Testing H1: Top Management Commitment is a critical success factor in remote ERP implementation from system users’ perspective - Rejected since (B= .077, Sig. = 0.346). Based on the regression results (refer to table 10), although Top Management Commitment is positively correlated with remote the ERP implementation, Top Management Commitment was found not to be significantly impact on the remote ERP implementation success. Thus, Hypothesis 1 is rejected. This finding is different from what has been stated in the previous literature where it was mentioned that Top Management Commitment is a critical factor for ERP implementation success in a physical setting. However, since the setting was remote ERP implementation, the finding differed drastically from the previous literature. Previous literature mentions that in a physical setting, successful ERP implementation is achievable only if high-level 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). According to the literature, among all the CSFs for ERP implementation, senior management engagement and support at each step of the ERP implementation are crucial (Ranjan & Jha, 2018; Saade & Nijher, 2016). Therefore, the rejection of H1 will undoubtedly lead to an argument and would be recommended for future research for further digging deeper to understand the root cause for the result through a qualitative approach. H2: Change Management is a critical success factor in remote ERP implementation from system users’ perspective - Rejected since (B= .018, Sig. = 0.721). Based on the regression results (refer to table 10), although Change Management is positively correlated with the remote ERP implementation, Change Management was found not to be significantly impacting on the remote ERP implementation success. Thus, Hypothesis 2 is rejected. The relevance of change management, on the other hand, is highlighted from the project's initial phase and during its whole life cycle (Nah, et al., 2007). Further, the literature mentions change management as a critical factor to ERP implementation success regarding empowered team management and adapting implementation strategies for identifying, managing, and training ERP project stakeholders (Dezdar & Ainin, 2011). Thus, the findings of the current study, questions Critical Success Factors of Remote ERP Implementation: From System Users’ Perspective