1/ 8 An investigation into the effect of organizational support on user acceptance of ERP during the routine stage. Maureen Sam-Okomgboeso (Maureen_ada2000@yahoo.co.uk ) University of Liverpool, Liverpool, UK Dr Maria Argyropoulou University of Liverpool, Liverpool, UK Dr Samuel Ankrah University of Liverpool, Liverpool, UK Abstract Based on the Technology Acceptance Model the research tests a number of hypotheses that examined how training, helpdesk, user manual and ERP communication affect the core TAM variables in the context of ERP implementation. The empirical analysis shows that these organizational support practices are significantly related to ‘ perceived usefulness’ and ‘perceived ease of use’. Keywords ERP systems, TAM Introduction One of the key indicators determining successful ERP implementation is the technology acceptance by users (Amoako-Gyampah, 2007; Calisir et al, 2009; Sternad et al, 2011). According to Seddon et al, (2010), this is the extent to which users of the organization have been motivated to learn, use, and accept the new system. There are many studies exploring user acceptance of an Information System (IS) but the work of Davis et al (1989) has attracted the interest of many researches in the field of IS evaluation. The authors proposed the Technology Acceptance Model (TAM) which briefly explains the relationships between user’s perception about IS and their behavioral intention to use it (figure 1). A review from Legris, Ingham and Collerette (2003) revealed that the TAM model had been very successful as it was tested in many studies seeking to evaluate IS implementation. In this stream of research, several authors explored the external variables that can affect perceived usefulness and perceived ease of use with respect to ERP (Amoako-Gyampah, 2007; Amoako-Gyampah and Salam, 2004; Lee et al, 2010; Nah et al, 2004; Sternad et al,2011; Venkatesh and Davis,2000). In an attempt to explain ERP implementation success factors, many researchers focused on the organizational support practices that might affect the two core TAM constructs: perceived usefulness and perceived ease of use. These interventions can be internal support such as top management and training or external like consultant support (Akkermans and Helden, 2002; Argyropoulou et al., 2007). These authors, however, have mostly focused on implementation stage and situational conditions and characteristics but only few researchers have focused on the interventions that can affect