International Journal of Enterprise Information Systems, 8(3), 15-33, July-September 2012 15 Copyright © 2012, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Keywords: Company Size, Enterprise Resource Planning (ERP), ERPSystems Success, Industry Variables, Information Systems, Information Technology Issues, Organization Size INTRODUCTION One of the major software implementations in business organizations in the past decade has been enterprise resource planning systems. Enterprise resource planning systems are large complex systems that run many if not all of business functions and processes in an orga- nization. Ifindeo (2007) suggests that “today, organizations worldwide adopt Enterprise Resource Planning Systems (ERP) under the pressure of changing business environments rather than build their own information systems (IS) in house.” According to Miller (2003), the key parts of an enterprise resource plan- ning system are integrated modules that allow business process that cross business functional areas; one large real-time database that allows for a single entry and repository for informa- tion across business functions; and seamless business transactions across business functions. The comprehensive nature of ERP systems al- lows them to minimize redundancy, provides best practices for functions and processes and allows for standardized interchange of infor- mation across geographical, organizational, and cultural boundaries. The savings were first recognized by large multi-nationals and large organizations were the first to implement these integrated systems and reap the potential savings. But now small and medium sized busi- nesses are implementing as well. Generally, enterprise resource planning systems consist of a series of functional modules that are in- tegrated through standard business processes and include all the data and information about vendors, customers, partners, employees, raw materials, processes and products. The common modules include accounting, sales and market- ing, supply chain, purchasing, manufacturing, Industry Variables Affecting ERP Success and Status Alan R. Peslak, Penn State University, USA ABSTRACT This manuscript analyzes the views of top fnancial executives on the information systems (IS) in their orga- nizations and to study the level of enterprise resource planning implementation success and well as current status of activity in ERP systems. Specifcally, ERP success and status were studied in 2010 as well as the effect of company size, level of ownership, and industry. An analysis of secondary data obtained from the 2006 and 2010 Financial Executives International comprehensive survey-based research on technology issues for fnancial executives. The results of this study are further explored deeper in the article. DOI: 10.4018/jeis.2012070102