One of the most salient problems currently confronting Software as a Service (SaaS) realization and scientific research is understanding how to efficiently connect software platforms using SaaS distribution models integrating the business functions. The extant empirical SaaS literature holds research gaps regarding the commercial and technical aspects of SaaS business models. To address these gaps, this article systematically reviews current empirical studies to understand how SaaS integration projects could be more efficiently managed in organizations by integrating technical and business aspects. Among other findings, we discover significant knowledge gaps in the field, mainly regarding the empirical validation of a coherent business strategy regarding the SaaS model and an integrated view of customer-perceived performance concerning SaaS architecture. Based on the analysis and synthesis of the findings, this study provides a framework for SaaS realization, including the principal dimensions to be considered in SaaS provision. Futhermore, a novel conceptual model proposed complements the framework by organizing 14 principal variables affecting SaaS integration on three decision-making levels, i.e., strategic, tactical, and operational. This study theoretically contributes to solidifying the SaaS integration literature by covering the three levels of decision-making and offering actionable insights into business practice and SaaS implementation. Regarding the practical contributions, this research guides managers in managing SaaS projects by emphasizing a holistic approach that incorporates all decision-making levels and perspectives, as well as interconnected technological and business aspects. Lastly, promising future research opportunities have been identified to move SaaS research forward.
