Beyond technology: the role of stakeholder influence and organizational politics in ERP readiness

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dc.authorid0000-0001-5689-3918
dc.authorid0000-0002-4471-0018
dc.authorid0000-0001-9323-5025
dc.contributor.authorArslan, Aykut
dc.contributor.authorKirmizi, Mehmet
dc.contributor.authorKarakas, Serkan
dc.contributor.authorKocaoglu, Batuhan
dc.date.accessioned2026-04-04T18:55:49Z
dc.date.available2026-04-04T18:55:49Z
dc.date.issued2025
dc.departmentİstanbul Bilgi Üniversitesi
dc.description.abstractPurposeThis study introduces a novel political lens to ERP readiness assessment, moving beyond technical checklists to reveal how stakeholder power dynamics shape pre-implementation success. Using a mixed-method design integrating DEMATEL and ANP, we identify causality and weightings among readiness factors as perceived by different stakeholder groups.Design/methodology/approachA mixed-method approach was adopted, integrating a systematic literature review with expert validation, followed by DEMATEL and Analytic Network Process (ANP) techniques. Data was collected from five stakeholder groups-project managers, ERP system managers, users, vendors, and consultants-to model causal relationships and stakeholder priorities across 13 ERP readiness dimensions.FindingsThe results demonstrate that readiness is not merely a static technical state but a dynamic outcome of political negotiation. Vision and Strategy emerged as the most causally influential dimension, while Project Manager and Team Competency received the highest stakeholder priority. High inter-group agreement (ICC = 0.988) underscores the shared understanding of politically salient readiness factors.Practical implicationsManagers are advised to incorporate stakeholder mapping, influence analysis, and political engagement strategies in readiness assessments. The proposed framework enables organizations to surface political risks early and align stakeholder interests, thereby increasing the likelihood of ERP success.Originality/valueThis study introduces a politically informed ERP readiness framework, grounded in Vroom's Expectancy Theory and Organizational Politics Theory. By extending traditional models, it positions readiness as an emergent property of stakeholder interaction, negotiation, and coalition-building-offering novel insights within the BPM domain. Our findings contribute a theory-driven, politically grounded ERP readiness model that offers both diagnostic insight and prescriptive guidance for ERP leaders.
dc.identifier.doi10.1108/BPMJ-07-2025-1147
dc.identifier.doi10.1108/BPMJ-07-2025-1147
dc.identifier.issn1463-7154
dc.identifier.issn1758-4116
dc.identifier.scopus2-s2.0-105030505835
dc.identifier.scopusqualityQ1
dc.identifier.urihttps://doi.org/10.1108/BPMJ-07-2025-1147
dc.identifier.urihttps://hdl.handle.net/11411/10569
dc.identifier.wosWOS:001609927900001
dc.identifier.wosqualityQ1
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.language.isoen
dc.publisherEmerald Group Publishing Ltd
dc.relation.ispartofBusiness Process Management Journal
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/closedAccess
dc.snmzKA_WoS_20260402
dc.snmzKA_Scopus_20260402
dc.subjectErp Readiness
dc.subjectStakeholder Influence
dc.subjectOrganizational Politics
dc.subjectDematel
dc.subjectAnp
dc.subjectBusiness Process Management
dc.titleBeyond technology: the role of stakeholder influence and organizational politics in ERP readiness
dc.typeArticle

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