A flat organization is a firm that has an organizational structure with few or no levels of middle management between employee and executives. The idea is to take advantage of well-trained workers when they are more directly involved in the decision making process, rather than closely supervised by various layers of management. This paper presents an empirical investigation to determine critical success factors on building information technology (IT) based flat organization in a case study of banking industry. Using principal component analysis, the study applies factor analysis for two internal and external factors. In terms of internal factors, there are three factors including Processes and the electronic decision making, Teaching and Electronic Learning and Work in IT. In addition, the study has detected four factors including Electronic Supply, IT structure, Appropriate IT usage and Electronic Communication.

Enterprise Resource Planning Systems (ERP) are considered as the newest and most effective tools of enterprise resource planning and include an interconnected information, management and engineering system that meets all the needs of an organization. ERP implementation is costly and time-consuming and makes fundamental change in the process, if not implemented correctly it will cause challenges in most parts of the organization and will certainly fail. Therefore, the identification of key success factors in implementing ERP helps organizations avoid the loss of the project. This research aims to identify key success factors for ERP by examining 185 managers, professionals, experts of the Information and Communication Technology Institute associated with the Ministry of Communications and Information Technology of Iran. A questionnaire was used to collect data. Findings from exploratory factor analysis indicate that five factors: 1) user friendliness, flexible and consistency 2) establishment of project management; 3) alignment with user needs; 4) Management of organizational changes, and 5) observing the principles of successful implementation of ERP affect the institute and the corresponding suggestions are proposed consistent with these findings.