Exploring managerial factors affecting ERP implementation: an investigation of the Klein-Sorra model using regression splines Kweku-Muata Osei-Bryson,* Linying Dong, † Ojelanki Ngwenyama ‡ *Department of Information Systems and the Information Systems Research Institute, Virginia Commonwealth University, Richmond, VA 23284, USA, email: Kweku.muata@isy.vcu.edu, † Ted Rogers School of Information Technology Management, Ryerson University, Toronto ON M5B 2K3, Canada, email: ldong@ryerson.ca, and ‡ Institute for Innovation and Technology Management, Ted Rogers School of Management, Ryerson University, Toronto ON M5B 2K3, Canada, email: Ojelanki@ryerson.ca Abstract. Predicting successful implementation of enterprise resource planning (ERP) systems is still an elusive problem. The cost of ERP implementation failures is exceedingly high in terms of quantifiable financial resources and organizational disruption. The lack of good explanatory and predictive models makes it difficult for managers to develop and plan ERP implementation projects with any assurance of success. In this paper we investigate the Klein & Sorra theoretical model of implementation effectiveness. To test this model we develop and validate a data collection instrument to capture the appropriate data, and then use multivariate adaptive regression splines to examine the assertions of the model and suggest additional significant relationships among the factors of their model. Our research offers new dimensions for studying managerial interventions in IT implementation and insights into factors that can be managed to improve the effectiveness of ERP implementation projects. Keywords: ERP implementation, IT implementation management, information systems success, information systems management, multivariate adaptive regression splines 1. INTRODUCTION Enterprise resource planning (ERP) systems have the potential for operational, managerial and strategic benefits to the organization when successfully implemented (Murphy & Simon, 2002; Shang & Seddon, 2002). However, recent studies (e.g. Robbins-Gioia, 2002) have found that more than 70% of ERP implementations have not met the expectations of managers. Various prescriptions have been proposed for improving ERP implementation success, includ- doi:10.1111/j.1365-2575.2008.00309.x Info Systems J (2008) 18, 499–527 499 © 2008 The Authors Journal compilation © 2008 Blackwell Publishing Ltd