The IT culture as an obstacle to the adoption of an ERP: Case of a high-tech SME

Among the characteristics considered as success factors in the adoption of an ERP, the experience of the company in information technology project holds the attention of many authors. In the same time, these researches put forward resistance to change as a main risk factor depending the professional habits and culture of the employees. Few researches has been done about firms whom the activity is IT based and the research question of this article is: may the assumed success factor experience of the firm in IT turns out to be a risk factor in ERP implementation project? The case study from which this article is elaborated is about a high-tech SME specialised in broadcast technology for media corporations (TV and radio channels). When the firm tried to adopt itself an ERP, its expertise in IT project management turned out to be an unfavourable factor rather than a favourable one because of the professional culture associated to this expertise. The literature analysis is based on theories related to factors dealing with resistance and conflicts in ERP implementation. Following a presentation of the company studied, the empirical section describes the lessons that may be deducted from the eight semi-directive interviews conducted. With this in mind, the arguments are supported by a certain declarations made by the individuals interviewed. The principal idea put forward in conclusion is the interest of being out of considering well-used success and risk factors approaches from a dual perspective and to adopt a more contextual consideration of assumed capabilities of firm to implement an ERP.