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the relationships between the different factors we
had identified. Needless to say, this framework
can be instrumental to future investigations of
the assimilation process of other complex IT and
enterprise systems.
By applying the TOE framework for ERP
assimilation, one major theoretical contribution
is the fact that we stressed the solid theoretical
basis of the TOE framework and showed that it is
useful not only for the early stages of an innova-
tion adoption, but also for later stages that come
after the adoption of an innovation and namely
the crucial post-implementation stage. No wonder
then the TOE framework proved to be very useful
in identifying the facilitators and the inhibitors of
the assimilation of ERP systems.
Moreover, to our best knowledge, this research
is the first on ERP assimilation that searched the
effects of two different contexts: a developing and
a developed country (that is Tunisia and Canada).
In spite of the escalating investments in enterprise
systems application in North Africa, our present
research adds enormously to our knowledge of
ERP experiences in a region that is still neglected
in the overall ERP research. By investigating the
similarities and the differences between compa-
nies located in the two countries, this study also
contributes to the relatively scarce research on the
impact of national environments on ERP practices.
Hence, there is little doubt that practitioners
not only in the above studied countries but also
in countries with similar contexts can benefit
from our research in several ways. Firstly, the
integrative framework we suggested, along with
the lessons learned throughout the research, can
guide practitioners (particularly ERP project
managers, top management, and other managers)
in firms willing to adopt an ERP system. In fact,
our work can tell them much on how to promote
ERP assimilation and what to watch for during
their ERP implementation stage. It can also in-
spire them in handling their post-implementation
assimilation efforts. Similarly, practitioners who
are experiencing low assimilation levels and
struggling with post-implementation predicaments
can have a much better understanding of under-
lying causes and possible remedies. In addition,
practitioners can benefit from the determinants
and the handicaps which we identified if they
seek to develop the appropriate interventions that
will improve assimilation and limit its pitfalls. In
doing so, organizations can accelerate the value
creation of the ERP system and the achievement
of its benefits.
future research
Our study sets the foundation for several future
research areas which we do feel are extremely
important and need to be better explored.
The main objective of this research was to
explore the determinants of ERP assimilation
rather than to test relationships. Several relation-
ships figured in our integrative framework were
observed and need to be tested using confirma-
tory factor analysis to validate our findings and
to determine whether they are generalizable or
typical of the studied cases.
Secondly, different implementation ap-
proaches were adopted by the companies we
studied. Further ERP assimilation research could
investigate the impact of the implementation ap-
proach on the level of assimilation. Furthermore,
our research used companies with different sizes
and ERP brands, and they belonged to different
industrial sectors. We recommend that cases with
comparative characteristic be used to improve
the results validity. In addition to providing more
understanding to managers, sector specific, or
brand specific or size specific findings would al-
low the refinement of the framework according
to the studied specificities. Similarly, our research
demonstrated that ERP systems need time to
stabilize and to progress towards higher levels of
assimilation. Since the early stages of ERP post-
implementation are known to be very problematic
and frustrating for all the organizations, revisiting
the firms and assessing their advancement and
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