Organisational and Change-Management Risks in ERP-Driven Digital Transformation within Digitally Transitioning Organisations
The research explores the impact of organisational risks, together with change-management risks, on the success of ERP-based digital transformation projects in organisations that are undergoing digital transformation. The problem exists because ERP programs fail to achieve their promised benefits of integration and efficiency because organisations lack proper readiness and governance, and users resist system implementation. The research uses Lewin's unfreeze-change-refreeze model to explain ERP implementation as an organisational process which requires three distinct phases of setup and operational transition and final system stabilisation. The researchers used PRISMA guidelines to conduct a literature review, which examined 25 current studies that investigated healthcare and supply chain, financial services and manufacturing and retail and construction sectors. The results indicate that technological capability alone may not ensure successful ERP implementation. Leadership, employee engagement, process standardisation, governance, and skills development also affect the adoption of new systems into organisational practice. Hence, the findings suggest that ERP outcomes are shaped by the interaction between technical deployment and industry-specific organisational conditions, including readiness, governance and behavioural adaptation. Sustainable value is more likely when system installation is supported by clear governance structures, shared operational procedures and continued reinforcement of new ways of working.
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