Abstract

This study looks at the relationship that organizational culture has with the achievement of strategic advantages from implementing Enterprise Resource Planning (ERP) software, and the achievement of performance improvements from performing Business Process Reengineering (BPR). A sample of 22 organizations that implemented ERP and 31 organizations that performed BPR were used to test a number of hypotheses. A competing values approach to measuring organizational culture was used to quantitatively measure an organizations culture profile, and a modified version of the measurement instrument was used to measure the change in that profile due to ERP and/or BPR. Partial least squares (PLS) method of structural equation modeling was then used to determine the relationship that the organization's culture and culture change has with ERP and BPR success. The results show that the organization's culture and the change in that culture is significantly related to the achievement of strategic advantages from implementing ERP and the performance improvements from performing BPR.