The　high　failure　rate　of　ERP　implementations　is　a　well-known　phenomenon.　And　experience　in　China　is　no　exception,　with　billions　having　been　spent　over　the　last　two　decades　on　ERP　implementation　that　did　not　achieve　their　targeted　goals.　While　these　less-than-successful　implementations　are　often　highly　publicized　and　well-researched,　more　successful　cases-which　constitute　equally　rich　sites　for　research-are　often　overlooked.　Thus,　this　paper　will　explore　four　successful　ERP　implementations　in　China.　More　specifically,　we　will　show　how　introducing　the　role　of　deputy　helps　to　lessen　the　ill-effects　that　two　characteristics　of　Chinese　culture-power　distance　and　uncertainty　avoidance-are　known　to　have　on　＇top　management　support,＇　a　highly　corroborated　critical　success　factor　ERP　implementations.