| Globalization, rapid technological changes, and competitive pressures have resulted in company leaders' worldwide adopting of enterprise resource planning (ERP) systems to improve productivity and business operations and reduce costs in the post-implementation phase. The research addressed organizational leaders' inability to optimize their ERP systems to gain competitive advantages in the post-implementation phase. The study is important because ERP systems cost a substantial amount of money, time, and effort to implement, but companies are reaping less than half of the benefits. The purpose of this phenomenological study was to explore the lived experiences of ERP professionals regarding the key issues and challenges, the critical components, and the organizational structures of a post-implementation plan. Bertalanffy's general systems theory formed the conceptual framework for the study. Twenty participants completed interviews and described their personal experiences using ERP systems. The data analysis strategies included phenomenological reduction and synthesis, guided by Moustakas' modified Van Kaam method. The results indicated that inadequate training, security issues, and resource constraints were problems encountered in the phase, and that leaders should encourage cross-functional relationships, develop post-implementation plans, create user groups, and seek input from users when addressing post-implementation initiatives. The results of the study might impact social change by encouraging organizational leaders to promote the complete integration of people and technology when adopting ERP systems; these changes might result in improved business performance, knowledge sharing, user satisfaction, and increased productivity, extending the life and benefits of the system in the postimplementation phase. |
