Kritische Erfolgsfaktoren bei einer Umstellung von ERP-Systemen im Handel

Abstract

The constant advance of digitalization and the associated technological developments are forcing companies to continuously optimize their internal processes in order to remain competitive. Enterprise resource planning (ERP) systems have become indispensable tools for efficiently managing business processes, particularly in the retail sector. The introduction or conversion of an ERP system is a complex challenge that can cause interpersonal problems in addition to technical and organizational hurdles. This thesis aims to identify the critical success factors in the conversion of ERP systems, with a particular focus on change management. The motivation for this research is based on the increasing difficulties that can occur in projects on the scale of an ERP conversion due to resistance on the part of employees and errors in project management. This bachelor thesis is divided into six chapters, starting with a comprehensive introduction to the basics of ERP systems and the specific challenges of their implementation. The methodological basis is a qualitative research methodology, supplemented by a detailed case study at Hofer KG. Both primary and secondary data sources were used within the study, including interviews, observations and an extensive analysis of specialist literature. The case study serves as a real-world example to link theory with practice. In particular, change management models and theories were applied to understand and explain the dynamic aspects of ERP system change. The results of the work show that the successful conversion of ERP systems depends heavily on effective change management. Critical success factors include transparent communication, early involvement and training of employees and continuous support from management. The importance of change management models considered in the study, such as Kurt Lewin's 3-stage model and John Kotter's 8-stage model, was particularly emphasized. These models offer strategic approaches to increase acceptance among employees and facilitate the transition. The case study at Hofer KG illustrated how targeted measures such as workshops and regular updates positively influenced the change process and increased employee motivation. In conclusion, the paper emphasizes the need to consider change management as an integral part of the planning and implementation of ERP system conversions in order to increase operational efficiency and ensure competitiveness. The insights gained help to better manage the complexity of ERP projects and make future conversions more successful.

Date of Award	2024
Original language	German (Austria)
Supervisor	Maximilian Gruber (Supervisor)