Strategic Implementation Factors Influencing Erp User Adoption in Commercial Banks in Kenya: A Case Study of Equity Bank Kenya Limited

Abstract

User adoption of Enterprise Resource Planning (ERP) systems remains a major challenge in the banking sector, often constrained by resistance to change, insufficient training, system complexity, and weak alignment with organizational processes. This study investigated the effects of technology integration, project management practices, organizational culture, and organizational readiness on ERP user adoption at Equity Bank Kenya Limited. The study was guided by the Stakeholder Theory, the Diffusion of Innovation (DOI) Theory, and the Technology Acceptance Model (TAM). The specific objectives were to determine the effect of technology integration, analyze the influence of project management practices, assess the moderating role of organizational culture, and evaluate the impact of organizational readiness on ERP user adoption. A descriptive research design was adopted, targeting 300 employees from a population of 6,794, with a sample size of 171 participants selected through stratified random sampling. Data was collected using structured questionnaires and semi-structured interviews. Quantitative data was analyzed using SPSS version 29.9, while qualitative data was analyzed through NVivo. The study period covered January 2023 to December 2025. The findings revealed that technology integration, project management practices, and organizational readiness had statistically significant positive effects on ERP user adoption, while organizational culture significantly moderated these relationships. Respondents emphasized that system compatibility, data migration quality, stakeholder involvement, and leadership commitment were critical drivers of ERP acceptance and utilization. The study concluded that successful ERP adoption depends on strong technical integration, effective project management, and high levels of organizational preparedness supported by a positive culture. Leadership commitment, continuous staff training, and open communication emerged as key enablers of sustainable system utilization. The study recommended that commercial banks enhance ERP adoption by investing in robust infrastructure, implementing clear project management frameworks, promoting inclusive leadership, and fostering cultures that embrace innovation and change. Future research should examine additional moderating factors such as employee adaptability, management support, and communication practices influencing ERP adoption. Comparative studies across different banks and industries are also recommended to identify sector-specific determinants and expand understanding of ERP implementation dynamics in Kenya and similar developing economies..