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PurposeThis paper sets out to examine the conditions of enterprise resource planning (ERP) implementations on the basis of research conducted among practitioners dealing with ERP projects.Design/methodology/approachThis paper builds on the research conducted among a few dozen practitioners dealing with ERP projects. The queried respondents include both ERP adopters and experts representing system suppliers. The study discusses how the researched projects were linked with enterprise strategy, how their efficiency was measured and to what extent they defined implementation goals. The analysis takes into consideration various types of projects and success levels achieved.FindingsThe results show that adopters experience different conditions depending on the project type. The findings suggest that practitioners should be more focused on the business benefits. The outcome shows that implementers from very complicated projects are more aware of the overwhelming challenge at large, while, on the other hand, the relatively simpler projects seem to be underestimated.Research limitations/implicationsThis study suggests that ERP researchers should take into account the particular type of project being studied. Further research can develop a methodology by which implementation projects can be evaluated. This methodology could cover a broader range of conditions.Practical implicationsIllustrating the conditions of real ERP projects, this study gives insight into the actual problems experienced by the ERP adopters. Drawing on these results, the practitioners may better anticipate possible problems and assess potential threats in their projects.Originality/valueThis paper investigates the conditions that surround the different projects and how they relate to successful performance. These findings will then in turn shed light on the mechanisms that determine the results of ERP.

PurposeTo reveal the mechanisms determining the success of ERP implementations on the basis of research conducted among practitioners dealing with ERP projects.Design/methodology/approachA collection of potential ERP implementation success factors was identified. The respondents expressed their opinions concerning the importance of subsequent factors for implementation success and about the factors' appearance in their projects. The synthetic measure of implementation success was constructed and the factors' impact on the implementation project success was examined. Then, the most influential factors for the ERP implementation success were selected.FindingsRecognises the factors that have the greatest influence on implementation success, regardless of the project type. Moreover, the leading roles of certain factors appear among specific project groups. The practitioners do not appreciate the significance of particular factors which have an important influence on project success. Nevertheless, some factors, such as project manager presence, are overestimated. Some differences in perceptions and attitudes between parties involved in an implementation project were revealed.Research limitations/implicationsThe need for further research on the success factors' verification depending on the project type, with possible introduction of additional criteria such as enterprise industry.Practical implicationsThe research outcome is useful for professionals leading implementation projects and those making decisions for the first time on ERP system implementation. The results can be used by practitioners while managing the project and handling people's attitudes.Originality/valueThis paper proves the influence of particular factors on the ERP projects success in certain circumstances, thus giving insight into the genuine mechanisms determining ERP project outcome.

PurposeAdaptation to the requirements of digital economy is especially difficult for older workers, which is a challenge for today's organizations due to workforce shrinking and ageing. Therefore, the purpose of this paper is to investigate how it is possible to develop older employees' potential in technology use in the business environment.Design/methodology/approachThe authors examined how employees at various age perceive barriers during enterprise system (ES) adoption and use. This exploratory study is based on grounded theory and draws from the opinions of 187 Polish ES practitioners.FindingsWith age, emphasis on employees' perception of mandatory ICT implementation projects is shifting from technology to people-related considerations. For older employees, job security and workload appear the most critical issues in such projects. Age-diverse collaboration appears necessary to address the problems posed by technology-related and demographic changes.Research limitations/implicationsThe findings imply that incorporating multiple stakeholder perspectives and age-related considerations into research on ICT adoption appears essential.Practical implicationsICT adoption in the business environment can be successfully supported by age-balanced team building, cooperation between younger and older employees, and age-adjusted change management initiatives.Social implicationsSupporting older employees during the implementation of mandatory business software should embrace reducing their negative attitudes to ICT-induced change by minimizing their perception of job insecurity.Originality/valueUnlike many prior studies, the current research places age in the central role and discusses not only how it is possible to support older employees, but also how to leverage their potential in the process of ICT adoption and use in a mandatory setting.

The main purpose of this article is to identify the characteristics of enterprise resource plan-ning (ERP) implementations connected with project success. The study combines two statistical methods of clustering analysis employing Ward's hierarchical and k-means nonhierarchical methodologies. The ERP projects are described by 12 attributes divided into effort, effect, and success indicators. The analysis draws on research conducted among a few dozen companies implementing an ERP system into their organisations. The investigated projects were divided into groups of homogenous elements on the basis of the attribute values. Next, the obtained clusters were ordered using the average value of success achieved. In consequence, the groups with the most desirable attributes were recognised and the clusters with the least desirable char-acteristics were extracted. The thorough examination of these extreme groups containing model and antimodel projects was the basis for drawing conclusions for practitioners and researchers towards ERP projects enhancement.