Managing client–consultant relationships to derive benefits from ERP projects
研究了如何通过管理客户与顾问之间的代理关系（如合同和冲突解决）来确保ERP项目实现预期收益，基于15个撒哈拉以南非洲国家的127名管理者数据。
Purpose Enterprise resource planning (ERP) consultants have the expertise required to understand the specific contextual needs of an ERP client, implement tailored business processes that meet those needs, and ensure that no potential benefit offered by the ERP remains unexplored by the client. However, conflicts between ERP clients and consultants are a significant source of non-benefit realisation, making managing client–consultant agency crucial to ERP post-implementation benefits realisation. This paper aims to elucidate how managing client–consultant agency affects the benefits derived from ERP systems. Design/methodology/approach This paper uses microfinance institutions in 15 sub-Saharan African countries to explore different paths through which managing client–consultant agency leads to benefit realisation in ERP projects. It uses partial least squares structural equation modelling to analyse data from 127 managers and explains the results using insights from agency theory and the information system (IS) success model. Findings This paper reveals three routes through which contractual agreements and conflict resolution strategies lead to benefits realisation in ERP projects. Originality/value This is the first study that attempts to provide quantitative evidence of how managing the complex relationship between ERP project stakeholders affects ERP project success. It also contributes a novel theoretical model for ERP benefits realisation to complement existing research on ERP agency issues, critical success factors, and benefits realisation.