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en for highly educated personnel or highly information technology (IT) skills personnel (Hong Seng Woo, 2007, Nah et al.; 2001, Mustacello and Chen; 2008, Gargeya and Brady ;2005, Finney and Corbett, 2007 and Gupta; 2000). Hong Seng Woo (2007), Nah et al. (2001) and Mustacello and Chen (2008) stress that sufficient training can help enlighten the opportunity for ERP system success. Heavy investment in training, support and education should be emphasized such as hands-on job (Finney and Corbett, 2007), on-site support staff and support centre (i.e. helpdesk, online user manual) (Nah et al., 2001).

It is common that training effort is downplayed or ignored, because it does not provide huge quantifiable benefits, more cost to pay (Gargeya and Brady, 2005) and being considered as an expense which can be reduce or eliminate easily (Hong Seng Woo, 2007). Worse, some companies assign quite a small amount of percentage to training effort regardless of how badly employees need it (Gargeya and Brady; 2005, Hong Seng Woo; 2007). This mistake certainly be the root cause (Gargeya and Brady; 2005) of many failed implementation attempts (Finney and Corbett, 2007, Hong Seng Woo, 2007, Nah et al., 2001).

Taking the lesson from ElectricCo in China (Hong Seng Woo, 2007), the company seeks training partnership with a China’s top university because this approach was cheaper than hiring external consultants. Furthermore, the courses used materials designed for Chinese audience. Although many Chinese businesses commonly rate training at lower level, the company rejected this norm by ensuring their employees received five hours training weekly. Distance-learning material for all level of employees is also being provided by the partnership. A formal training cascading program is constructed where higher personnel who have received training are required to train a staff beneath them.

(Top management commitment and support) Top management support, commitment and involvement is required in an ERP execution (Finney and Corbett, 2007; Gargeya and Brady, 2005, Kim et al., 2005, Hong Seng Woo, 2007; Mustacello and Chen, 2008) from beginning until end (Nah et al., 2001). Additionally, top management commitment was one of the most widely cited CSFs (Finney and Corbett, 2007, Mustacello and Chen, 2008). From a test of means, Mustacello and Chen (2008) prove that all levels of employees consider management commitment as important in ERP implementation in US.

Management has the authority and responsibility to hold up the project (Gargeya and Brady, 2005) and heavily involve in strategic planning (Finney and Corbett, 2007). Nah et al. (2001) and Hong Seng Woo (2007) recommend managers should set new goals and policies in the company that they expect from the project team. They must be able to lead and motivate the project team, listen to apprehensions, assist employees in change process and in occurrence of conflict, manager acts as a negotiator between parties, (Nah et al., 2001, and Hong Seng Woo, 2007). The implementation progress must be monitored at all times in tying it with the legitimized goals and objectives (Kim et al., 2005, Nah et al. 2001). Management should openly identify the project as a top precedence (Nah et al. 2001) in assuring effective communic本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。