{
  "id": 5640094,
  "title": "The Effect of Change Management on ERP Implementation Success in UK Small and Medium-Sized Enterprises",
  "url": "https://urgent.news/2026/09/04/the-effect-of-change-management-on-erp-implementation-success-in-uk",
  "topic": "world",
  "section": "World",
  "published": "2026-09-04T15:14:28.000Z",
  "source": {
    "name": "Daily Trust",
    "slug": "daily-trust",
    "url": "https://dailytrust.com/the-effect-of-change-management-on-erp-implementation-success-in-uk-small-and-medium-sized-enterprises/"
  },
  "original_language": "en",
  "account": "Enterprise resource planning (ERP) is pivotal to the digital transformation of small and medium-sized enterprises (SMEs), especially when cloud ERP systems are accessible. However, ERP implementation extends beyond a technical process—it necessitates substantial organizational transformation, including shifts in roles, information handling, and habits. This paper aims to examine the influence of change management practices on ERP implementation success in UK SMEs, with an emphasis on user adoption, project delivery, and operational efficiency. Drawing upon existing ERP and organizational-change literature, the study asserts that the success of ERP implementation is significantly contingent on the organization's capability to prepare employees, convey the necessity for change, manage implementation risks, and ensure sustained support post-deployment.\n\nThe research will concentrate on three interconnected facets of change management: stakeholder engagement and organizational readiness; training, user adoption, and behavioral modification; and risk management, post-deployment support, and operational enhancement. Published best practices indicate that top-management commitment, communication, user involvement, training, and change management are crucial elements that impact ERP outcomes (Nah, Lau, & Kuang, 2001; Umble, Haft, & Umble, 2003; Somers & Nelson, 2001). For SMEs, these factors are particularly pertinent due to limited capital, resources, and human capital, which can amplify opposition, inadequate preparation, and disruptions during implementation. Cloud ERP mitigates certain technical constraints, yet it does not alleviate organizational challenges related to adapting established routines and decision-making frameworks.\n\nThe paper concludes that ERP project governance must encompass change management as an integral component rather than a post-technical process. Effective stakeholder engagement through a formal engagement process, structured training, risk registers, communication, and post-deployment support can enhance user acceptance and mitigate implementation challenges. For UK SMEs, where management skills and specialized resources may be constrained, a proportionate, integrated, and change management strategy may enhance the likelihood of ERP investments delivering operational value that extends beyond merely achieving software implementation success.\n\nKeywords: Enterprise Resource Planning, ERP, Change Management, SMEs, Cloud ERP, User Adoption.",
  "summary": "Abstract Enterprise resource planning (ERP) is a critical part of the digital transformation of small and medium-sized enterprises (SMEs), especially when cloud ERP systems are available to organizations with limited internal IT resources. However, the process of implementing ERP is more than just a technical one; it involves significant transformation of organization, roles, information and […]",
  "key_points": [],
  "editors_take": null,
  "illustration": null,
  "coverage": {
    "outlets": 1,
    "also_reported_by": []
  },
  "ai_generated": true,
  "disclaimer": "Summaries, key points and the editor’s take are written by software from other outlets’ reporting and may contain errors — always check the linked original."
}