Implementing SAP R/3 (2nd ed.): how to introduce a large system into a large organization
Implementing SAP R/3 (2nd ed.): how to introduce a large system into a large organization
Putting the enterprise into the enterprise system
Harvard Business Review
Enterprise resource planning: introduction
Communications of the ACM
ERP implementation approaches: toward a contingency framework
ICIS '99 Proceedings of the 20th international conference on Information Systems
ERP software implementation: an integrative framework
European Journal of Information Systems - Special issue on information systems evaluation—past, present and future
Enterprise Integration
Information Systems Frontiers
The ERP Revolution: Surviving vs. Thriving
Information Systems Frontiers
Managerial Competences for ERP Journeys
Information Systems Frontiers
A Critical Success Factors Model For ERP Implementation
IEEE Software
Identification of Necessary Factors for Successful Implementation of ERP Systems
Proceedings of the IFIP TC8 WG8.2 International Working Conference on New Information Technologies in Organizational Processes: Field Studies and Theoretical Reflections on the Future of Work
HICSS '01 Proceedings of the 34th Annual Hawaii International Conference on System Sciences ( HICSS-34)-Volume 8 - Volume 8
HICSS '01 Proceedings of the 34th Annual Hawaii International Conference on System Sciences ( HICSS-34)-Volume 8 - Volume 8
Tailoring ERP Systems: A Spectrum of Choices and their Implications
HICSS '01 Proceedings of the 34th Annual Hawaii International Conference on System Sciences ( HICSS-34)-Volume 8 - Volume 8
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Journal of Management Information Systems
| Hi-index | 0.00 |
This study provides an understanding of the organisational change that accompanies enterprise resource planning (ERP) system implementations. While there is general agreement in the literature that organisational change through IT integration technochange is a key outcome to any ERP implementation, there is little evidence on how this change happens. Using two case studies of ERP implementations, we report two variations on the change process. The first is a thoroughly planned and quickly executed implementation that aims to achieve radical change outcomes. In the second case, change is unintended and emerges slowly and gradually as a consequence of implementation progress. An analysis of technochange process variables provides the framework for the cross-study comparison. This study's key findings suggest that thoroughly planned ERP implementations score high on outcome success measures while implementations fostering gradual change pay attention to process success measures.