A Case Study on Countermeasures for Managerial Challenges in Cloud ERP Establish

Abstract

Research Question: How do managers address the challenges of implementing a cloud ERP system in the case company? Motivation: Numerous studies, including systematic literature reviews and empirical research (Abd Elmonem, Nasr, & Geith, 2016; Awan et al., 2021; Vukovic et al., 2025), have identified various challenges in establishing cloud ERP systems. These challenges include change management, legal and compliance issues, integration, data security, privacy, the need for skilled employees, adjustments to business processes, management efficiency, cloud vendor selection, and migration to cloud management. Many of these challenges significantly burden organizations and should be addressed by different levels of management. However, there are very few studies that explicitly focus on strategies to overcome these challenges, particularly those affecting managerial positions within organizations. Idea: The primary objective of this research is to understand and articulate how management encounters resistance concerning the four categories of managerial challenges identified in our previous study (Vukovic et al., 2025) during the establishment of cloud ERP systems. Data: Qualitative data were collected through open interviews with key managers in the organization located in the Republic of Serbia (fluid and water management industry) and by reviewing organizational documents relevant to the research topic. The data collection took place between November 2024 and March 2025. Tools: Qualitative research was conducted in the form of a single case study, using a deliberately selected organizational sample to address the research question. The collected data were subsequently analysed using thematic analysis. Findings: The study identified 14 countermeasures and grouped them according to four categories of challenges involved in establishing cloud systems. For the first category, business process adjustment, the countermeasures include pre-project planning, risk mitigation, adopting a hybrid implementation approach, and providing people support. For the second category, change management, the countermeasures are social activities, transparency, recognition and gratitude, and the selection of key users. For the third category, management efficiency, the countermeasures consist of maintaining on-site presence, improving coordination, and participating in governing bodies. For the fourth category, integration, data security, and privacy, the countermeasures are the use of technical tools, cooperation with vendors, and conducting external audits. Contribution: This study offers a real-world example of how a mid-sized entity within a large multinational company addresses the managerial challenges associated with the establishment of cloud ERP systems.