Top Management Support of Enterprise Systems Implementations

TLDR

Top management is widely recognized as critical to IS implementation, yet the concept of top management support remains poorly defined in the literature. This study seeks to identify the supportive actions top managers take during IS implementations and examine how these actions influence implementation outcomes. Through in‑depth case studies of two Canadian universities, the authors identified three distinct TMS action types—resource provision, change management, and vision sharing—that top managers employ during enterprise system implementations. The results show that resource provision drives project completion, change‑management actions shape user skills and attitudes, and vision‑sharing actions foster middle‑manager buy‑in, indicating that managers must tailor their support to achieve desired outcomes.

Abstract

Despite the general consensus regarding the critical role of top management in the information systems (ISs) implementation process, the literature has not yet provided a clear and compelling understanding of the top management support (TMS) concept. Applying metastructuring (Orlikowski et al., 1995) as a guiding framework for understanding TMS behaviors, this paper attempts to address the gap by focusing on two key questions: (1) What supportive actions do top managers engage in during IS implementations? (2) How do these actions affect IS implementation outcomes? Analyses of in-depth case studies at two Canadian universities that had implemented a large-scale enterprise system revealed three distinct types of TMS actions: TMS - resource provision (TMSR - actions related to supplying key resources such as funds, technologies, staff, and user training programs); TMS - change management (TMSC - actions related to fostering organizational receptivity of a new IS); and TMS - vision sharing (TMSV - actions related to ensuring that lower-level managers develop a common understanding of the core objectives and ideals for the new system). Results suggest that different support behaviors exercise different influences on implementation outcomes, and that top managers need to adjust their support actions to achieve the desired outcomes. In particular, TMSR affected project completion, TMSC impacted formation of user skills and attitudes, and TMSV influenced middle manager buy-in. Theoretical and practical implications of these findings are discussed.