Analysis of Critical Success Factors for Enterprise Resource Planning Project Implementation: A Mixed-Method Study at Ethio Telecom
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Date
2026-11
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Addis Abeba Universty
Abstract
Enterprise Resource Planning (ERP) systems are essential for organizations seeking to integrate business processes and enhance operational efficiency, yet implementations frequently fail, particularly in developing nations. This study identifies, describes, and ranks the relative importance of critical success factors (CSFs) for ERP deployment at Ethio Telecom using a mixed-methods design integrating quantitative ranking with qualitative triangulation. All 92 members of Ethio Telecom's ERP implementation project team were selected via census sampling, yielding 82 usable responses (89.1% response rate). Data were collected through a structured five-point Likert scale questionnaire, semi-structured interviews with four key informants, and document reviews of internal project evaluation reports. Four CSFs Top Management Support, Teamwork and Collaboration, Capacity Building (Training and Education), and User Involvement and Vendor Support were ranked using the Relative Importance Index (RII). Results revealed a clear hierarchy: Top Management Support (RII = 0.8073, Very High Importance), Teamwork and Collaboration (RII = 0.6707, High Importance), Capacity Building (RII = 0.5268, Moderate Importance), and User Involvement and Vendor Support (RII = 0.2780, Low Importance). One-way ANOVA showed significant perception differences across functional categories for Teamwork and Collaboration (F = 3.42, p = 0.012) and Capacity Building (F = 2.89, p = 0.028). Qualitative findings confirmed quantitative trends, revealing declining executive engagement, structural silos, training budget cuts, and systematic vendor abandonment.
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Keywords
Enterprise Resource Planning, Critical Success Factors, Relative Importance Index, ERP Implementation, Ethio Telecom.