• Information Systems Review
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• v.10 no.3
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• pp.111-132
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• 2008

Although there are many processes in which factors interact with each other during enterprise resource planning(ERP) implementation, factors affecting ERP implementation have been investigated in an isolated way. In order to bridge the gap, this study attempts to provide a research model to explain how these factors affect ERP implementation success from a holistic perspective. In particular, this research focuses on how bundling and leveraging processes affect ERP implementation success using resource based theory, a strategy formulation framework, and a dynamic resource management model of value creation. The model amalgamates organizational resources and capabilities via the bundling and leveraging processes to identify the effect on ERP implementation success. This paper validates the proposed model by presenting Australian aviation industry case study. Case findings will be in help to reveal the effect of resource bundling in establishing capabilities and effect of capabilities leveraging in deriving the ERP implementation success.