Effect of Change Agent Leadership Style on Successful ERP Implementation and Firm Performance: Empirical Evidence

Nitin Simha Vihari and Mohit Yadav
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Nitin Simha Vihari: Birla Institute of Technology and Science, Dubai, UAE
Mohit Yadav: O.P. Jindal Global University, India

International Journal of Information System Modeling and Design (IJISMD), 2021, vol. 12, issue 4, 42-57

Abstract: The study aims to measure change agent's leadership style on successful ERP implementation and organizational performance. The data was collected through a self-administered questionnaire from 290 employees working in 14 knowledge-based companies in the United Arab Emirates with a response rate of 69.04%. The study uses cross-sectional research design with snowball sampling method and data were collected using online survey method. Some of the findings, including all three leadership styles (transformational, transactional, and laissez-faire), significantly contribute to ERP implementation success and in turn impact firm performance. Transformational leadership style of change agent is found to have the highest impact on firm performance with ERP implementation acting as a partial mediator. The present study opened the doors by linking leadership style with ERP implementation towards multidimensionality of change agent's reach not being limited to some aspects. Practitioners can use the insights in understanding the impact of change agent's deployment in an organization.

Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:igg:jismd0:v:12:y:2021:i:4:p:42-57

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