A Systematic Literature Review on the Strategic Shift to Cloud ERP: Leveraging Microservice Architecture and MSPs for Resilience and Agility

Abstract

The COVID-19 pandemic has necessitated profound changes in the business and technology landscapes, compelling organizations to reassess their Enterprise Resource Planning (ERP) systems. Traditional ERP systems have demonstrated significant limitations in agility, scalability, and resilience, prompting a strategic shift towards cloud-based ERP solutions. This systematic literature review (SLR) aims to critically evaluate the transformation of ERP systems through the adoption of Microservice Architecture (MSA) and the integration of Managed Service Providers (MSPs), highlighting their role in enhancing system flexibility and operational continuity in a post-pandemic world. We conducted a systematic analysis of 124 scholarly articles published since 2010 to compare traditional ERP systems with MSA-based Cloud ERP solutions. Key insights reveal that MSA significantly improves system modularity and adaptability, addressing the shortcomings of monolithic architectures. Additionally, MSPs offer crucial support in managing the complexities of cloud transitions, ensuring security and efficiency. Our findings underscore the importance of a holistic approach to ERP modernization, integrating technological advancements with strategic business objectives. This study not only fills a critical gap in the literature but also provides actionable recommendations for practitioners and policymakers aiming to enhance ERP systems’ resilience and agility. Future research directions are proposed to further explore the synergistic potential of cloud ERP, MSA, and MSPs in fostering innovative and sustainable business practices.

1. Introduction

1.1. Motivation and Background

The COVID-19 pandemic, which began in early 2020, has significantly transformed the corporate world, pushing businesses into a “new normal” characterized by increased uncertainty. Enterprise Resource Planning (ERP) systems have become crucial in this context, with IT capabilities playing a pivotal role in maintaining competitive advantages. The evolution towards Microservice Architecture-based Cloud ERP, supported by Managed Service Providers (MSPs), represents a significant shift from traditional Monolithic Architecture, offering a more adaptable and business-focused framework. This paper proposes a new model for leveraging Microservice Architecture-based Cloud ERP through MSPs, highlighting its importance for the post-pandemic business landscape.

ERP systems revolutionize how enterprises manage resources by offering an integrated and comprehensive approach. Evolving from earlier methodologies like Material Requirements Planning (MRP), Production Resource Planning (MRP II), and Management Information Systems (MIS), ERP systems automate key functions including treasury, accounting, purchasing, production, and sales. Initially adopted by major corporations in Europe, the United States, and Japan during the 1990s, ERP systems unify various operational processes and facilitate the seamless flow of resources and information across departments, enhancing data consolidation and operational efficiency.

Traditionally, ERP systems have been deployed on premises, requiring substantial investment in hardware and software. This approach often leads to significant challenges in managing the total cost of ownership (TCO), including ongoing expenses for updates and maintenance. In contrast, cloud-based ERP solutions, utilizing Software as a Service (SaaS), offer scalability, flexibility, and reduced initial costs. Despite these advantages, the adoption of Cloud ERP has been slower than expected, primarily due to concerns over data security, system customization difficulties, and the inertia of transitioning from established on-premise systems.

The onset of the COVID-19 pandemic marked a watershed moment, sharply defining pre- and post-pandemic corporate eras. The widespread shift to remote work emphasized the importance of robust operations, leading to a trend toward adopting Microservice-based Cloud ERP systems. These systems offer greater resilience compared to traditional Monolithic Architecture ERPs, which are more prone to disruptions. This paper proposes a new theoretical model for resilient and sustainable ERP solutions, validated with practical evidence, emphasizing the strategic imperative for businesses to adopt flexible, durable technological frameworks to navigate global challenges effectively.

1.2. Theoretical Background

1.2.1. Cloud ERP Concept, Type, and Managed Service Providers (MSPs)

Cloud ERP, as defined by Salim, Sedera et al. (2015) [1], is a paradigm enabling access to IT resources—including servers, storage, and software—via the Internet. This model eliminates reliance on local hardware, allowing access from any location using IT devices. Unlike traditional IT asset purchases, Cloud ERP adopts a “lease in possession” approach, where users pay for usage while the service provider manages maintenance and operations.

Cloud services are broadly categorized into Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS), each offering different levels of control and flexibility. This segmentation helps organizations choose the most suitable model based on cost, scalability, and control needs.

Peng and Gala (2014) [2] and Seethamraju (2015) [3] discuss the economic and technical benefits of adopting cloud-based ERP systems, highlighting their capacity to meet modern business demands and align with strategic objectives. Transitioning to the cloud, however, requires a fundamental redesign of ERP systems.

With the growth of the cloud computing market, Managed Service Providers (MSPs) have emerged as key players, offering a broad spectrum of services, from consultancy and system architecture design to implementation and maintenance. MSPs, evolving from traditional IT roles such as consulting firms and system integrators, play a crucial role in facilitating the transition to modern ERP systems by providing the necessary expertise and resources. Sunshine (2021) [4] discusses the cybersecurity risks associated with MSPs and Cloud Service Providers (CSPs), emphasizing their importance in safeguarding customer data. Venkatesh and Singhal (2017) [5] refine the definition of managed services and underscore the need for MSPs to innovate and remain competitive in the rapidly changing IT landscape.

1.2.2. Concept of MSA and Comparison with Monolithic Architecture

Microservice Architecture (MSA) offers a forward-thinking approach to software development, addressing the constraints of traditional Monolithic Architecture. In a Monolithic setup, an application’s components are closely interlinked and deployed as a single unit, making updates, scalability, and maintenance complex.

In contrast, MSA breaks down a large application into smaller, independently deployable services, each focused on a specific business function. This allows for independent development, deployment, and scaling, providing agility and flexibility. Additionally, failures in a single service can be isolated, preventing broader system impacts.

Hazrati et al. (2017) [6] observed that MSA significantly boosts business process efficiency and decision-making capabilities. Klock et al. (2017) [7] demonstrated its flexibility in managing variable workloads with the MicroADO tool, optimizing ERP systems. Studies by Baškarada et al. (2018) [8], Götz et al. (2018) [9], and De Alwis et al. (2018) [10] support the transition to microservices to address the shortcomings of monolithic systems, enhancing modularity, easing maintenance, and increasing adaptability.

1.3. Objective and Structure of the Study

This study conducts a systematic literature review (SLR) to analyze the impact of Microservice Architectures (MSAs) and Managed Service Providers (MSPs) on cloud ERP solutions in the post-pandemic era. It aims to identify emerging trends, challenges, and opportunities, providing insights critical for theorists and practitioners involved in the design, implementation, and management of advanced ERP systems. This research is vital for evolving ERP systems that meet the dynamic needs of organizations, ensuring resilience, continuity, and competitive advantages.

The paper is organized as follows: Section 2 introduces the research context. Section 3 outlines the SLR methodology and presents results from the descriptive analysis. Section 4 discusses the comparative analysis results, organizing factors into 12 criteria based on the literature. Section 5 suggests future research directions and concludes the discussion.

2. Research Context

2.1. Research Objectives

The integration of Microservice Architectures (MSA) into Cloud ERP systems across various industries prompts an investigation into associated risks, including policy, economic, process, organizational, and technical factors. This study aims to identify threats to the security, stability, and reliability of MSA-based Cloud ERP systems and to compile and categorize these threats into a structured ontology. This approach will (1) provide researchers and practitioners with a comprehensive overview of potential risks to their current or future systems and (2) facilitate the sharing of strategies for mitigating and preventing recognized security threats.

The objectives of this research are outlined as follows:

O1: Evaluate shifts in ERP system requirements driven by the pandemic, with a focus on increased agility, scalability, and resilience.

O2: Analyze the transition from traditional ERP systems to cloud-based solutions, assessing how well cloud ERP benefits align with strategic business objectives.

O3: Investigate the adoption of Microservices Architecture in ERP systems, emphasizing its contribution to system adaptability and ease of maintenance.

O4: Assess the role of Managed Service Providers in supporting cloud ERP implementations and managing the complexities of the transition.

O5: Synthesize existing research on cloud ERP, MSA, and MSPs to identify emerging trends, challenges, and strategic directions for future enterprise system innovations.

2.2. Research Questions

To comprehensively understand the evolution, current state, and future prospects of microservices architecture-based Cloud ERP systems managed by service providers, this study employs a systematic literature review (SLR).

Table 1. Research questions with their motivations and relevant objectives.

No	Research Question	Main Motivation	Objectives
RQ1	How have the agility, scalability, and resilience requirements for ERP systems evolved in response to the disruptions caused by the COVID-19 pandemic?	This question aims to explore the specific ways in which traditional ERP systems have failed to meet new demands during the pandemic, highlighting the need for enhanced features in cloud ERP solutions.	O1
RQ2	What are the primary drivers for organizations transitioning from traditional on-premise ERP systems to cloud-based ERP solutions?	This question seeks to identify and analyze the economic, technical, and strategic factors that motivate businesses to adopt cloud ERP, as indicated by benefits highlighted in the literature.	O1, O2
RQ3	How does Microservices Architecture (MSA) improve the performance and flexibility of ERP systems compared to traditional monolithic architectures?	This question investigates the specific advantages of MSA in ERP systems, focusing on its impact on business process efficiency, system adaptability, and overall operational effectiveness.	O2, O3
RQ4	What roles do Managed Service Providers (MSPs) play in the deployment and ongoing management of cloud ERP systems, and how do they contribute to overcoming the challenges of cloud adoption?	This question examines the contributions of MSPs to the successful implementation and management of cloud ERP systems, particularly in addressing the complexities and resource constraints faced by organizations.	O4
RQ5	What are the emerging trends, challenges, and opportunities in integrating cloud ERP, MSA, and MSPs into a cohesive system that meets post-pandemic business needs?	This question aims to synthesize insights from the systematic literature review to provide a comprehensive overview of the current landscape and future directions for ERP systems, emphasizing the integration of cloud technologies, microservices, and managed services.	O5

outlines the key research questions addressed in this review.

3. Research Methodology

3.1. Paper Selection Procedure

This subsection describes the methodology employed to select papers for our systematic literature review. The process included choosing databases, defining keywords and search strings, and outlining paper-filtering steps. Initially, one author screened the papers, which were then independently verified by two other authors. This multi-step approach guaranteed a rigorous and unbiased selection, ensuring the inclusion of a wide array of relevant literature.

3.1.1. Database Selection

The search strategy for this study was both general and targeted, developed using the population and intervention framework suggested by Pettigrew and Roberts [11]. “Population” pertains to the application domains of cloud ERP and microservices architecture, while “intervention” includes aspects like security, affordability, and conformance. We refined our initial search string (S1) to a more comprehensive version (S2) by incorporating these areas along with twelve additional keywords, enhancing the precision and scope of our database search. This methodology ensured the retrieval of studies highly relevant to our research objectives.

Initial and Refined Search Strings:

• S1: {Cloud ERP}
• S2: {Cloud ERP}, {Cloud Computing}, {Software as a Service}, {SaaS}, {Microservice}, {Micro-service}, {Micro Service}, {Architecture}, {design}, {system}, {structure}, {Managed Service Provider}, {Cloud Service Provider}

To ensure the retrieval of relevant studies, we adhered to the guidelines outlined by Kuhrmann et al. [12]. Accordingly, we utilized the following online academic libraries for our research:

• IEEE Xplorer “https://ieeexplore.ieee.org (6 June 2024)”.
• ACM Digital Library “https://dl.acm.org (6 June 2024)”.
• SpringerLink “https://link.springer.com (6 June 2024)”.
• ScienceDirect “https://www.sciencedirect.com (6 June 2024)”.
• Wiley Online Library “https://onlinelibrary.wiley.com (6 June 2024)”.
• Scopus “www.scopus.com (6 June 2024)”.
• Web of Science “www.webofscience.com (6 June 2024)”.

To ensure comprehensive coverage, our search included both automated methods and recursive snowballing techniques, as recommended by Wohlin [13,14]. In backward snowballing, we evaluated the references of selected papers, while forward snowballing involved assessing papers that cited our initially approved studies. We applied this process recursively to each newly approved paper using Google Scholar for forward tracing. This dual approach significantly increased the thoroughness of our literature review.

3.1.2. Paper Selection

Papers retrieved through the automatic search underwent a two-stage screening process. In the first stage, we assessed the relevance of each paper by reviewing its title and abstract. In the second stage, we evaluated the full texts to determine if they met our inclusion criteria. All papers were screened independently by two authors; discrepancies were resolved through discussion. Papers identified through the snowballing process underwent a similar independent review by the two authors before a decision was made on their inclusion or exclusion. This rigorous screening approach ensured that only the most relevant and high-quality papers were selected for our review.

3.1.3. Paper Filtering

To optimize the retrieval process, our study applied stringent inclusion and exclusion criteria. We restricted our selection to peer-reviewed articles from journals and conferences. The automated search was designed to capture papers published from 2010 to 2023, including early publications. Moreover, we limited our focus to papers written in English that specifically address Cloud ERP systems or microservices architecture. Detailed descriptions of these criteria are presented in

Table 2. Inclusion criteria.

ID	Criteria
I1	papers published since 2010 including early publications
I2	papers written in English
I3	papers subject to peer reviews
I4	papers including studies conducted with business and technical aspects of cloud ERP and/or microservices architectures as their primary topics

(Inclusion Criteria) and

Table 3. Exclusion criteria.

ID	Criteria
E1	books or book chapters, because they usually undergo little peer review and present general ideas already published in journals or conferences
E2	papers presenting reviews, surveys, or secondary studies on cloud ERP and/or microservices architectures
E3	Tutorial papers and editorials
E4	paper without full-text access

(Exclusion Criteria). These parameters ensured that our review concentrated on the most relevant and authoritative sources.

3.1.4. Quality Assessment

As advised by Peterson et al. [15], the quality assessment of identified papers is crucial for mapping studies to ensure sufficient information is available for data extraction. Therefore, we conducted a quality assessment process to evaluate the overall strength and details of selected papers. A questionnaire consisting of four items was developed, inspired by [16,17] and adapted to our research topic. The assessment criteria and associated scores are summarized in

Table 4. Quality assessment criteria.

ID	Criteria	Score
QA1	Does the study clearly address any of the issues in Cloud ERP or MSA or MSP?	Yes/No
QA2	Does the study present a clear solution to any issue in Cloud ERP or MSA or MSP?	{0, 0.5, 1}
QA3	Has the study been cited by other articles?	{0, 1}
QA4	Has the study been published in ranked journals or conference proceedings?	{1, 0.5, 0}

. In this study, a score of 1 is awarded when an item can be answered with “Yes”, and a score of 0 is awarded when the answer is “No” (QA1). For QA2, a score of 1 is given to studies presenting a detailed and validated solution regarding how to adopt Cloud ERP or MSA. In the case of MSP, a score of 0.5 is given to studies that provide only an overview, whereas a score of 0 is assigned to those lacking a clear solution. For QA3, a score of 1 is attributed to studies with three or more citations, and a score of 0 is awarded for studies with fewer than three citations, as determined by Google Scholar, to avoid penalizing early publications. For QA4, paper sources are ranked following the CORE conference ranking (A or B (+1), C (+0.5), and not ranked (0)) and the Journal Citation Reports (JCR) (Q1-2 (+1), Q3-4 (+0.5), and not ranked (0)). Each criterion is treated equally, and the total score for each study is calculated by summing the four values. Only studies with a quality score of 2 or higher are included in this study.

3.1.5. Descriptive Analysis of Papers

Our paper selection process was methodically conducted to ensure the inclusion of high-quality and relevant literature. Initially, our search across various digital libraries yielded 2571 references, as detailed in

Table 5. Number of studies returned by each repository.

Repository	Search Results
IEEE Xplorer	537
ACM Digital Library	571
SpringerLink	158
ScienceDirect	87
Wiley Online Library	53
Scopus	653
Web of Science	512
Total	2571

and Appendix A. To streamline the selection process, we excluded duplicate papers based on the following principles: (1) If a paper was indexed in Scopus or WoS but also in other journals, we excluded it from Scopus and WoS. (2) If a paper was indexed in both Scopus and WoS, we excluded it from Scopus. As a result, 73 papers were excluded, refining the selection to 2498 unique papers.

Next, we applied the inclusion and exclusion criteria outlined in Table 2 and Table 3. This process excluded 1519 papers, leaving 979 for further consideration. These criteria ensured that only papers directly relevant to our research objectives were retained.

The remaining 979 papers underwent a thorough review of titles, abstracts, and keywords, leading to the exclusion of 882 papers. This narrowed the selection to 97 papers with strong potential for inclusion.

To ensure a comprehensive literature review, we employed snowball sampling techniques, reviewing the references of selected papers and identifying additional relevant studies. This approach added 27 papers to our pool.

Finally,

Table 6. The details of the paper selection process.

Phase	Total No. of Papers
Total number of papers from digital libraries	2571
No. of papers after duplication (excluded 76 papers)	2498
No. of papers after exclusion based on inclusion criteria and exclusion criteria (excluded 1519 papers)	979
No. of papers after exclusion based on title, abstract, and keywords (excluded 882 papers)	97
No. of papers after snowballing sampling (included 24 from Google Scholar, 2 from ACM DL, and 1 from ScienceDirect)	27
No. of papers after exclusion based on full text = No. of included papers	124

shows that the selected papers underwent a rigorous full-text review based on predefined criteria, resulting in a final selection of 124 papers for inclusion. These papers were meticulously categorized by publication type (journal articles or conference presentations), publication year, and source country, providing a systematic overview of the research landscape and ensuring diverse perspectives and insights.

The 124 selected publications across various online academic libraries as follows; 24 papers from Google Scholar identified through snowballing, 20 from Scopus, 17 (plus 2 from snowballing) from ACM Digital Library, 17 from Web of Science, 14 from IEEE Xplorer, 15 (plus 1 from snowballing) from ScienceDirect, 11 from SpringerLink, and 6 from Wiley Online Library. This distribution is visually summarized in Figure 1, highlighting the diverse academic libraries that contributed to the research published between 2010 and 2023.

The temporal distribution of the publications, presented in Figure 2, shows a modest number of papers from 2010 to 2013. A noticeable increase in publications began in 2014, with a significant rise from 2018 onwards. This trend underscores the escalating academic and industrial interest in Cloud ERP and microservices architecture over the past decade.

4. Comparative Strategy and Discussion about the Results of the Analysis

4.1. Comparative Strategy

This study modifies the “Suitability Assessment Guideline for Adopting Cloud Computing in The Public Sector” developed by the Korea Information and Communication Technology Association [18] to suit the private sector. In the private sector, setting common adoption criteria is challenging due to industry-specific characteristics and individual business situations. Therefore, based on criteria calculated by public evaluation organizations, we aimed to use objective criteria that include economically significant factors for companies. This means that our study not only applies public sector guidelines but also expands economic factors to be fully utilized in the private sector. Additionally, we decided to apply a broader concept, as cloud ERP is part of SaaS, which is a subset of cloud computing. This approach enables comparative analysis based on common criteria. These factors have been organized into four main categories to enhance their relevance in the decision-making process for companies considering cloud ERP adoption.

The updated guidelines systematically address the financial implications and challenges of migrating to cloud ERP. By incorporating economic considerations, they provide a framework for evaluating the viability and strategic benefits of cloud ERP, ensuring that the transition meets technical, security, and financial efficiency standards. Focusing on economic aspects, the guidelines equip decision-makers with a powerful tool for evaluating cloud ERP adoption (

Table 7. Considerations for the adoption of the cloud—Major Category.

Major Category	Description
Policy factors	Strategy and Goals: The alignment of cloud adoption with the agency’s overarching strategy and goals is vital. The decision to move to the cloud should support the organization’s mission and contribute to achieving its objectives. Legal and Regulatory Drivers: The adoption process must consider legal and regulatory frameworks governing data privacy, security, and compliance. Understanding these drivers is crucial for leveraging cloud technology to create new value without breaching legal obligations.
Economic factors	Cost Considerations: Evaluating the economic implications involves a thorough analysis of the costs associated with moving to and operating in the cloud. This includes initial deployment costs, ongoing operational expenses, and the financial impact on investment returns. Effectiveness of Conversion: The decision should also factor in the potential for cost savings, efficiency gains, and the overall financial rationale for transitioning to a cloud model.
Process and organizational factors	Adoption, Construction, and Operation: Organizations need to consider the processes involved in adopting, building, and managing cloud environments. This includes planning for service levels, management structures, and operational processes. Organizational Readiness: Assessing the readiness of the organization to embrace cloud technologies is critical. This includes evaluating existing processes and structures and determining the necessary changes to facilitate cloud integration.
Technical factors	Implementation Considerations: Technical considerations are paramount, including the compatibility of existing IT systems with cloud technologies, the requirements for data migration, and the integration of cloud services. Security and Monitoring: Ensuring the security of data and systems in the cloud environment is a critical concern. Organizations must evaluate the security measures offered by cloud providers, along with the capabilities for monitoring and managing the technical infrastructure.

(Source: Suitability Assessment Guideline for Adopting Cloud Computing in The Public Sector) [18].

). This structured approach helps in understanding potential cost savings, scalability, and operational efficiencies, along with the necessary technology infrastructure investments. It also aids stakeholders in navigating the complexities of cloud transitions, providing strategic and financial insights for informed decision-making.

By comprehensively addressing these categories, organizations can make well-informed decisions about cloud adoption, ensuring that their strategies are aligned with their strategic goals, economically viable, organizationally feasible, and technically sound. This structured evaluation not only helps mitigate risks associated with cloud adoption but also maximizes the benefits derived from cloud computing technologies.

4.2. Comparative Methodology

The comparative methodology in this study involved categorizing the 124 papers obtained from the systematic literature review into three intermediate classifications, each aligned with the four main categories of cloud adoption: policy, economics, pro-cess and organization, and technology (

Table 8. Considerations for the adoption of the cloud—Minor Category.

Major Category	Minor Category	Description
Policy factors	Policy compliance	Degree of alignment of the corporate policy direction with the cloud service.
	Goal match	Degree of creation of new values with enterprise goals via the cloud service.
	Compliance with law/regime	Degree of applicability or future improvement potential under current law/sanctions to drive the cloud service.
Economic factors	Initial investment costs	The economic cost of the initial implementation of the cloud service to be adopted.
	Operating costs	Operating costs of the cloud service to be adopted versus the existing On-Premise.
	Return on investment (ROI)	Comparison of TCO and ROI with the cloud service to be adopted and the traditional On-Premise.
Process and organizational factors	Business suitability	Degree of reflection of existing business attributes and business processes via the cloud services.
	Process and standardization	Internal processes for the adoption of the Cloud Service, contracting and procurement processes, and degree of standardization.
	Organizational awareness	Degree of internal organization readiness and level of training required to adopt the cloud.
Technical factors	Availability and flexibility	Degree of response to changes in the load patterns of the cloud services to be adopted and delivery of reliable services.
	Ease of skill	Degree of ease of accommodation of common information technology elements.
	Security satisfaction	Degree of coverage of data security factors, such as the storage location of data based on the cloud service characteristics to be introduced, or control physical system access.

Source: Suitability Assessment Guideline for Adopting Cloud Computing in The Public Sector [18].

). These classifications were predefined to address distinct aspects of cloud adoption, facilitating a detailed comparative anal-ysis within each category.

This study employs a rigorous analytical framework by categorizing 124 papers from a systematic literature review into 12 subcategories, following the taxonomy outlined in Section 4.2. The literature is divided into four broad classifications, policy, economics, process and organization, and technology, each further segmented into three subcategories focused on Enterprise Resource Planning (ERP), Microservices Architecture (MSA), and Managed Service Providers (MSP). This structured approach facilitates a detailed exploration of the complex landscape of cloud adoption. The benefits of this methodology are outlined as follows:

• Understanding Nuances: Segmenting the literature into subcategories allows for a nuanced examination of specific aspects within each major category. This granular approach highlights the unique challenges and advantages of cloud adoption across different technical and organizational contexts.
• Comparative Analysis: Organizing the papers into well-defined categories sets the foundation for a systematic comparative analysis. This method emphasizes the differences and similarities among topics, trends, and findings, providing a comprehensive framework for side-by-side evaluations.
• Comprehensive Exploration: The categorization ensures a thorough examination of all facets of cloud adoption. It covers a wide array of topics within each subcategory, offering a complete view of the research landscape and pinpointing key themes and emerging trends.
• Generating Insights: This structured comparative approach is crucial for producing significant insights into cloud adoption considerations. It aids stakeholders in understanding how to effectively navigate the complexities of cloud computing in areas like ERP, MSA, and MSP, providing valuable perspectives for informed decision-making.

This comprehensive and comparative strategy enhances both academic and practical discourse on cloud adoption, equipping stakeholders with a profound understanding of cloud computing’s impact. The approach not only deepens the analysis but also enriches the broader knowledge base. This prepares the ground for future research and the development of practical strategies in cloud computing.

4.3. Discussion about the Results of Mapping by Category

4.3.1. Policy Factors Impact (RQ2, RQ3)

The analysis underscores goal match as the predominant factor in the adoption of cloud ERP and MSA technologies, emphasizing the importance of aligning these technologies with organizational objectives. Interestingly, policy compliance and adherence to legal frameworks have not surfaced as significant considerations. This finding suggests that the existing policies and legal regimes are currently adequate in supporting the integration of these technologies. Strategic alignment remains paramount; however, the existing policy landscape seems to adequately encompass the requisite provisions for technology adoption.

4.3.2. Economic Factors Impact (RQ2)

The study identifies initial investment and operating costs as the primary economic determinants for adopting cloud ERP and MSA technologies. The importance of these costs, however, shifts over time; while they are critical at the initial period, their significance decreases in later periods. This suggests that as organizations stabilize their use of these technologies, the focus on economic factors may shift toward other key considerations.

4.3.3. Process and Organizational Factors Impact (RQ1, RQ2, RQ3, RQ5)

Business suitability has been identified as the most critical factor influencing the adoption of cloud ERP and MSA, increasingly gaining prominence over other considerations. This trend underscores growing strategic diligence as organizations aim to ensure that technological solutions are in harmony with broader business objectives. Particularly in contexts of heightened uncertainty, the alignment of technology with business needs becomes increasingly scrutinized, highlighting a shift towards strategic coherence in technology adoption.

4.3.4. Technical Factors Impact (RQ4, RQ5)

The findings reveal that all three subcategories within the technical factors—usability, scalability, and integration capabilities—are consistently regarded as crucial throughout the adoption process of cloud ERP and MSA. This uniform emphasis across different time frames indicates that these technologies are not yet fully mature and are still in the adoption phase. The persistent focus on technical factors suggests a need for ongoing evaluation and adaptation as these technologies continue to evolve and as new challenges and capabilities emerge.

Table 9. Results of mapping by category.

Major Category	Minor Category	Frequency	Ratio
Policy factors	Policy compliance	7	1.49%
	Goal match	56	11.94%
	Compliance with law/regime	4	0.85%
Economic factors	Initial investment costs	33	7.04%
	Operating costs	44	9.38%
	Return on investment (ROI)	6	1.28%
Process and organizational factors	Business suitability	78	16.63%
	Process and standardization	32	6.82%
	Organizational awareness	20	4.26%
Technical factors	Availability and flexibility	78	16.63%
	Ease of skill	59	12.58%
	Security satisfaction	52	11.09%

presents a comprehensive breakdown of findings categorized by major and minor factors influencing the adoption of cloud ERP and MSA technologies. The table details the frequency and ratio of each factor, revealing significant insights derived from the study's analysis.

4.4. Discussion about Comparative Analysis by Period

4.4.1. Analysis of First Period (2010–2015)

During the initial period from 2010 to 2015, 29 relevant research papers were identified, predominantly focusing on Cloud ERP. This era marked the rise of Big Data, prompting many global companies to transition towards Global ERP systems. The heightened interest in Cloud ERP during this time reflects the growing awareness of its potential benefits. In contrast, research on Microservices Architecture (MSA) and Managed Service Providers (MSP) was limited, as these concepts were still in their nascent stages.

The analysis indicates that economic factors, especially cost reduction, were critical during this period. Security and availability also emerged as significant concerns. Although Cloud ERP was promising in aligning with business goals and operations, it faced challenges in policy compliance and legal/institutional conformity. These discrepancies played a pivotal role in the adoption of new technologies, underscoring the need to address legal and administrative challenges when implementing Cloud ERP systems.

4.4.2. Analysis of the Second Period (2016~2019)

During this period, 47 relevant research papers were identified, showing a more balanced distribution across Cloud ERP, Microservices Architecture (MSA), and Managed Service Providers (MSP). This time was marked by active discussions on artificial intelligence, with notable integrations such as AlphaGo and Watson into corporate strategies. Concurrently, discussions about MSA gained significant momentum.

In terms of Cloud ERP, there was a distinct shift from the earlier economic focus to prioritizing goal conformity and work suitability. This transition reflected growing skepticism about the effectiveness of Monolithic Architecture as business operations became more diverse and segmented.

Security and availability continued to be significant concerns, with an increased emphasis on the technical ease of adoption provided by Microservices Architecture. This shift facilitated discussions on the scalability and agility of Cloud ERP systems, underlining their potential to meet evolving business demands.

4.4.3. Analysis of the Third Period (2020~2023)

In this period, beginning in 2020, the study identified 29 relevant research papers, with a balanced focus on Cloud ERP and Microservices Architecture (MSA), and fewer on Managed Service Providers (MSP). This phase was distinctly marked by the global impact of the COVID-19 pandemic, which accelerated the adoption of remote work practices and intensified the need for business continuity.

During these disruptions, the rationale for adopting Cloud ERP shifted significantly compared to that during the first period (2010–2015). While the earlier emphasis was on economic feasibility, the focus subsequently pivoted to the suitability of Cloud ERP solutions for achieving business goals and ensuring continuity. This change underscores the growing recognition of the need for flexible and resilient IT infrastructures to handle unpredictable challenges.

Security and availability have been consistent areas of concern throughout all periods, but these issues became even more critical during this third period due to the challenges posed by remote work and the necessity of securing distributed IT environments effectively.

Overall, the analysis of this period illustrates how priorities and considerations for adopting Cloud ERP and related technologies have evolved, shaped by contemporary challenges such as the COVID-19 pandemic.

4.4.4. Conclusion of Comparison by Period

The comparative analysis conducted across three distinct periods from 2010 to 2021 has illuminated the evolving priorities and considerations surrounding Enterprise Resource Planning (ERP), Microservices Architecture (MSA), and Managed Service Providers (MSP) in the context of cloud technology. In total, 124 research papers were analyzed, with the following distribution: 63 papers focused on ERP, 36 on MSA, and 6 on MSP.

Figure 3 summarizes the comparative analysis of priorities and considerations across three periods (2010–2021) for Enterprise Resource Planning (ERP), Microservices Architecture (MSA), and Managed Service Providers (MSP) within cloud technology adoption.

Table 10. Comparison of each period.

	2010–2015	2016–2019	2020–2023
Policy compliance	○	○	○
Goal match	◎	●	◎
Legal/institutional conformance	○	○	○
Initial investment costs	●	○	○
Operating costs	●	○	○
Return on Investment (ROI)	○	○	○
Business suitability	◎	●	●
Process and standardization	◎	◎	○
Organizational awareness	○	○	○
Availability and flexibility	●	●	●
Ease of skill	◎	●	●
Security satisfaction	●	◎	◎

(Legend: ● Very Frequent, ◎ Frequent, ○ Rare).

presents a compilation of studies selected based on keywords associated with Cloud ERP, Microservices Architecture (MSA), and Managed Service Providers (MSP). These studies offer a comprehensive view of the shifts in focus and methodology observed over the last decade.

During the first period (2010–2015), the emphasis was primarily on the initial investment cost and operating cost associated with ERP implementations. This focus suggests that enterprises were primarily concerned with the comparative and security aspects of IT investments and operating costs. Additionally, the period witnessed a significant interest in Cloud ERP, driven by emerging technologies and the potential for cost reduction.

In the second period (2016–2019), there was a notable shift towards emphasizing target conformity and work suitability following the implementation of ERP systems. This shift reflects a growing recognition of the importance of aligning ERP systems with organizational goals and improving work processes. Moreover, discussions around MSA began to gain traction during this period, coinciding with the increasing diversification of corporate activities and the rise of artificial intelligence technologies.

The third period (2020~2023) was profoundly influenced by the COVID-19 pandemic, leading to a renewed emphasis on work suitability and resilience in the face of unprecedented challenges. As remote work became the norm, the importance of business continuity and the suitability of Cloud ERP solutions for maintaining operations gained prominence. Additionally, security and availability remained critical considerations throughout all periods, with heightened importance attributed to these aspects amidst the growing adoption of remote work and distributed IT environments.

Overall, the analysis underscores the dynamic nature of enterprise IT landscapes and the evolving priorities driving the adoption of ERP, MSA, MSP, and Cloud Technology. From an initial focus on cost reduction to a heightened emphasis on goal alignment, work suitability, and resilience in the face of external disruptions, the study highlights the shifting paradigms shaping the adoption and utilization of these technologies over time.

5. Conclusions

The comprehensive analysis of 124 research papers spanning from 2010 to 2023 has provided invaluable insights into the transformative journey of Enterprise Resource Planning (ERP) systems, Microservices Architecture (MSA), Managed Service Providers (MSP), and Cloud Technology. Through distinct phases delineated by shifting priorities and challenges, the study illuminates the evolution of organizational technology strategies, culminating in the recognition of MSA-based Cloud ERP as a potent solution, particularly in response to the exigencies of the COVID-19 crisis.

During the first period (2010–2015), the burgeoning potential of Cloud ERP systems was a focal point, propelled by the constraints imposed by traditional on-premise IT infrastructure. Enterprises, grappling with the limitations of legacy systems, embarked on a paradigm shift towards cloud-based solutions, driven by the promise of enhanced scalability, cost-efficiency, and security. Notably, the discourse of this era was steeped in economic considerations, with emphasis placed on Total Cost of Ownership (TCO) analyses, which underscored the substantial benefits of cloud adoption in optimizing system configuration, operational efficiency, and robust security frameworks. As the technological landscape continued to evolve during the second period (2016–2019), the spotlight shifted towards nuanced discussions on business suitability and adaptability in the face of dynamic market dynamics. While interest in Cloud ERP waned slightly, the emergence of Microservices Architecture (MSA) heralded a new era of modular, agile system design. MSA, with its emphasis on granular service components and decentralized architecture, addressed the burgeoning complexities of modern business environments, emphasizing the importance of goal alignment, operational flexibility, and responsiveness to evolving market demands. This period witnessed a paradigmatic shift in the discourse surrounding ERP systems, with increasing recognition of the imperative to transcend traditional monolithic architectures in favor of more agile, adaptable frameworks. The onset of the COVID-19 pandemic in the third period (2020–2023) precipitated unprecedented disruptions across global industries, underscoring the imperative for organizational resilience and adaptability. In this tumultuous landscape, Cloud ERP, MSA, and MSP emerged as indispensable tools for navigating the complexities of remote work, supply chain disruptions, and fluctuating market demands. The discourse of this period underscores the renewed emphasis on business continuity, goal suitability, and operational resilience in the face of pervasive uncertainty.

5.1. Implications of the Study and Practice

The findings of this study provide a strong foundation for future research in the fields of Cloud ERP systems, Microservice Architecture (MSA), and Managed Service Providers (MSPs). Here are several key research implications:

• Exploring Hybrid Models: Future research should investigate the hybrid integration of on-premise and cloud-based ERP systems. This hybrid approach could offer insights into balancing legacy systems’ stability with the flexibility of cloud solutions, particularly in industries with high compliance requirements.
• Longitudinal Studies on Adoption and Impact: Conducting longitudinal studies would provide a deeper understanding of the long-term impacts of transitioning to Cloud ERP and MSA. These studies could explore how organizational performance, agility, and resilience evolve over extended periods.
• Impact of Emerging Technologies: With the rapid advancement of technologies such as AI, IoT, and blockchain, future research should investigate their integration with Cloud ERP and MSA. These technologies could provide significant enhancements in automation, data analytics, and supply chain transparency.
• Organizational Change Management: The transition to cloud-based solutions involves significant changes in organizational processes and culture. Research should explore the best practices for managing these changes, including training, stakeholder engagement, and the development of new skill sets within the workforce.
• Role of MSPs in Different Contexts: Investigate the role of MSPs in various organizational contexts, including small- and medium-sized enterprises (SMEs) versus large corporations. Understanding how MSPs can best support different types of organizations could enhance the effectiveness of cloud ERP implementations.

By addressing these areas, future research can contribute significantly to the development of more robust, secure, and effective cloud ERP solutions, ultimately enhancing organizational performance and resilience in an increasingly complex and uncertain business environment.

This research addresses the critical gap in the literature concerning the transition to Cloud ERP systems based on Microservice Architecture, recognizing their potential as sustainable solutions in an era marked by increasing uncertainty. The findings of this study suggest several important implications for practice:

• Guidance for Technology Adoption: The study provides deep insights into the factors driving cloud ERP adoption, such as economic efficiencies, technological advancements, and organizational readiness. These insights can guide decision-makers in evaluating the feasibility and advantages of adopting cloud-based ERP solutions, ensuring that technology choices align with broader business strategies.
• Risk Mitigation Strategies: By identifying and thoroughly analyzing potential risks associated with cloud ERP systems, including security vulnerabilities and possible operational disruptions, the research offers actionable strategies for risk mitigation. Organizations can utilize these strategies to develop comprehensive risk management frameworks that enhance system security and stability.
• Strategic Alignment: Emphasizing the importance of aligning cloud ERP solutions with organizational objectives and business processes, the study provides practical recommendations for integrating ERP systems in a manner that supports strategic business goals. This alignment is crucial for maximizing the returns on ERP investments and for achieving long-term business success.
• Resilience and Business Continuity: The COVID-19 pandemic has highlighted the necessity for resilient and continuous business operations. The study demonstrates how cloud ERP systems can significantly bolster an organization’s resilience and continuity planning. Practical insights derived from this research can help organizations enhance their ability to operate effectively amidst ongoing disruptions and uncertainties.
• Future-Proofing Strategies: Discussing emerging trends and potential future directions, the study serves as a resource for organizations aiming to future-proof their ERP systems. Insights into new technologies, evolving industry practices, and potential strategic shifts are crucial for planning and adapting to future business landscapes. These insights can inform strategic decisions and help in navigating long-term changes effectively.

These implications collectively offer a roadmap for organizations to navigate the complexities of adopting and integrating cloud ERP systems in a manner that is both strategic and sustainable. As businesses continue to face a rapidly changing global environment, leveraging these insights will be critical in maintaining competitive advantages and operational excellence.

5.2. Limitations of the Study

Despite the comprehensive nature of this systematic literature review, several limitations must be acknowledged, which may influence the validity of the study and its findings. The study primarily focuses on literature from 2010 to 2023, potentially excluding relevant earlier works that could provide additional insights. Additionally, the selection process, while rigorous, might have introduced bias by prioritizing certain types of publications or specific academic databases. The review includes only papers published in English, potentially overlooking valuable research published in other languages, which could limit the comprehensiveness of the findings. Although a wide range of databases were searched, it is possible that some relevant studies were not included due to the limitations of database indexing and search algorithms, resulting in an incomplete representation of the existing body of knowledge. The quality assessment process, while structured, relies on specific criteria that may not capture all aspects of a study’s quality, and the subjective nature of some criteria, such as the perceived relevance and depth of analysis, could affect the consistency of the assessment. The fields of Cloud ERP, MSA, and MSPs are rapidly evolving, so the findings of this review may quickly become outdated as new technologies and practices emerge, highlighting the need for continual updates to the literature review. The limitations identified in this study open several avenues for future research, which can build on the current findings and address the gaps identified.

5.3. Future Research Directions

The transformative upheavals precipitated by the COVID-19 crisis underscore the pressing need for further research to elucidate the evolving contours of Management Information Systems (MIS) and organizational technology strategies. As enterprises grapple with the imperatives of remote work, supply chain disruptions, and evolving market dynamics, several avenues for future research emerge:

• The Contact-less World and MIS Evolution: Exploring the ramifications of the contact-less paradigm for MIS architectures, functionalities, and organizational workflows. Investigating how organizations can leverage emerging technologies to facilitate seamless collaboration, communication, and operational efficiency in a distributed work environment.
• Future Trends in MIS: Anticipating the trajectory of MIS evolution in the post-pandemic era, with an emphasis on emerging trends such as AI-driven analytics, blockchain integration, and IoT-enabled business processes. Examining how these technologies can be harnessed to enhance decision-making, streamline operations, and drive innovation across diverse industry verticals.
• Transformations in the Nature of Work: Investigating the profound shifts in work dynamics precipitated by technological advancements and societal changes. Analyzing the implications of remote work, gig economy platforms, and hybrid work models on organizational structures, employee productivity, and workforce management practices.
• MIS and Risk Mitigation: Exploring strategies for minimizing risks and enhancing resilience in the face of uncertainty through robust MIS frameworks. Investigating how organizations can leverage Big Data analytics, AI-driven insights, and real-time monitoring to mitigate operational risks, anticipate market trends, and adapt to changing business landscapes.
• Integration of External Data Sources: Examining the challenges and opportunities associated with integrating external data sources into enterprise MIS systems. Investigating strategies for aggregating, analyzing, and leveraging diverse datasets to enhance organizational decision-making, customer insights, and competitive advantages.
• The Role of Emerging Technologies in MIS: Analyzing the impact of emerging technologies such as quantum computing, edge computing, and 5G networks on MIS functionalities and applications. Exploring how these technologies can revolutionize data processing, enhance system performance, and enable new forms of digital interaction and collaboration.

In conclusion, the dynamic interplay between technological innovation, organizational strategies, and external exigencies underscores the imperative for ongoing research to elucidate the evolving contours of Management Information Systems. By embracing interdisciplinary approaches and leveraging emerging technologies, researchers can contribute to the development of robust, agile MIS frameworks that empower organizations to thrive in an era of perpetual change and uncertainty.