Despite extensive international research on ERP critical success factors, limited empirical evidence exists regarding how these factors function within New Zealand’s unique public sector context, characterised by hierarchical governance structures, bicultural responsibilities and ongoing digital transformation initiatives. This study aims to address this gap by examining which organisational factors significantly contribute to successful ERP implementation in government agencies.
A structured questionnaire measured perceptions of the four independent variables and ERP deployment success using validated five-point Likert scales. Data were collected from 155 respondents across central and local government agencies in New Zealand, including councils and ministries. Data analysis included reliability and validity assessments, exploratory factor analysis, correlation analysis and multiple regression modelling to determine the relative influence of each factor on ERP deployment success.
The results confirm that leadership commitment, organisational preparedness and user capability development are foundational to ERP success, while questioning the assumed universal importance of organisational culture. The multiple regression analysis reveals that the four factors collectively explain 72% of the variance in ERP deployment success (R² = 0.721, F = 96.801, p < 0.000). Top Management Support emerged as the strongest predictor (β = 0.542, p < 0.001), followed by Change Management Readiness (β = 0.320, p < 0.001) and user training and education (ß = 0.198, p < 0.001). Unexpectedly, Organisational Culture showed no significant relationship with ERP deployment success (β = −0.024, p = 0.584), challenging prevailing assumptions in the literature.
This study is restricted to selected public sector organisations within four regions of New Zealand, which may limit the generalisability of the findings. Subsequent research may benefit from incorporating longitudinal data, cross-country comparisons or qualitative approaches to enhance understanding of cultural influences.
Public sector leaders should prioritise visible, sustained top-management support throughout the ERP lifecycle by strategically aligning, committing resources, establishing cross-functional governance structures and implementing precise accountability mechanisms, preferably through dedicated steering committees chaired by senior executives. Organisations should allocate a specific budget to change management and training activities. Training programmes should include needs assessments, role-based customisation, continuous learning and train-the-trainer initiatives. Systematic change management should begin during planning phases and include stakeholder engagement, comprehensive communication, proactive resistance management and phased implementations. Policymakers should develop whole-of-government guidance, invest in capability building and explore shared ERP platforms.
This research presents one of the earliest quantitative analyses of ERP deployment within New Zealand’s public sector, delivering context-specific insights and a validated model for understanding the human and organisational factors influencing digital transformation initiatives.
