Journal of Accounting, Finance & Management Strategy





Volume 15, Number 2, December 2020

The Effect of ERP Implementing Mode and Enterprise Strategy on ERP Performance: A Study of Leading Style as an Intermediary Variable


When Taiwan enterprises introduce operational models for enterprise resource planning (ERP), they typically refer to ERP approaches adopted by large foreign enterprises. To adapt them to the operational needs of local enterprises, appropriate customized solutions must be planned based on the characteristics of small- and medium-sized enterprises (SMEs) to achieve desired outcomes. However, because of varying enterprise leadership styles, the results of system implementation are difficult to grasp. When compounded by the high cost of introducing ERP, which is often more than a typical enterprise can handle, ERP is infrequently implemented. This paper validates correlations among SME performance in Taiwan with different approaches to ERP implementation, corporate strategies, and manager leadership style. The results indicate that ERP implementation approaches and corporate strategies have different effects on company performance. Furthermore, the business manager’s leadership style interferes with effects among ERP implementation strategy, corporate strategy, and implementation outcomes.

Keywords: Enterprise Resource Planning, Corporate Strategy, Leadership Style, Performance

JEL Classification: M00, M10, M12