眾多ERP專案關鍵成功因素研究如：(Esteves, J.,2000; Gargeya, V.B. 2005; Nah, F.F.H. 2001)指出高階管理者的參與是非常重要的ERP導入關鍵成功因素。但這些研究沒有明確的提出高階管理者如何參與。鮮少的研究在探討高階管理者參與對ERP專案時應該用何種形式的參與是較好，(Loonam & McDonagh, 2005)提出高階管理者在ERP專案的角色是以資訊系統策略規劃與溝通願景。本研究建立高階管理參與、團隊合作、ERP專案導入成功之關係模型驗證高階管理者參與對ERP專案成功的影響路徑。並且運用近代領導理論所在探討之「轉換型領導」與「交易型領導」不同領導特質來驗證高階管理者參與專案時的影響效果差異。研究結果顯示高階管理者參與對ERP專案成功的間接影響比直接影響強。間接影響是經由影響團隊合作，進而影響專案成功。不同領導特質的高階管理者的影響力有所不同，轉換型領導特質與交易型領導特質相較之下，轉換型領導的高階管理者參與對ERP專案導入成功影響力較高。交易型領導特質的高階管理參與對ERP專案導入成功只有間接影響而無顯著的證據說明直接影響。 Many Enterprise Resource Planning (ERP) implementation critical success factors researches ( Esteves, J.,2000; Gargeya, V.B.2005; Nah, F.F.H.2001)suggested that top management support is a very important factor for ERP implementation success but those researches did not give further explanations what kind of behaviors and leadership support will be more effect on the ERP implementation project. Modern leadership researches generally categorized the leadership styles into two types: “Transformational leadership” and “Transactional leadership” (Bass, B. M.,1985), and explained that transformational leadership led the followers behaving better performance in their jobs. In this study tried to explain what leadership style will lead better performance on ERP implementation project by comparing two groups of data on the same structural equation model. The model in this study designed top management support as independent variable and team collaboration as intermediate variable which were influence factors of ERP implementation success. According to the different leadership styles of samples separated the data into two groups: “transformational leadership” and “transactional leadership” and tested on the same structural equation model. This study provided the empirical evident in which transformational leadership of top management support had better performance on the ERP implementation success.
