Mutual knowledge and communicative effectiveness
Intellectual teamwork
Withdrawal of team autonomy during concurrent engineering
Management Science
Implementing SAP R/3 (2nd ed.)
Implementing SAP R/3 (2nd ed.)
Enterprise resource planning: ERP adoption by European midsize companies
Communications of the ACM
Enterprise resource planning: cultural fits and misfits: is ERP a universal solution?
Communications of the ACM
Organizational power and the information services department
Communications of the ACM
European Journal of Information Systems
Interpreting Information Systems in Organizations
Interpreting Information Systems in Organizations
Information Technology And Small Business: Antecedents And Consequences of Technology Adoption
Information Technology And Small Business: Antecedents And Consequences of Technology Adoption
Journal of the American Society for Information Science and Technology
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Journal of Management Information Systems
An Integrated Performance Model Information Systems Projects
Journal of Management Information Systems
International Journal of Information Management: The Journal for Information Professionals
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Knowledge transfer between consultants and organizational users influences the outcomes of an Enterprise Resource System ERP implementation. Configuration and implementation tasks are dependent on generating some level of shared understanding of both business practices and technology. These problems become acute in implementations in small and medium sized enterprises SMEs. SMEs often operate with non-standard business processes, making an effective interchange of process knowledge between consultants and end-users crucial. Using a multiple case study method and content analysis, the authors investigate the mediating role of absorptive capacity in knowledge transfer in SMEs ERP implementations. They present exploratory case studies from 3 Nigerian companies with varying outcomes, and hypothesize that knowledge transfer is complicated by acute information asymmetry, absence of pre-existing related knowledge and consequent difficulties in developing a shared understanding, and by a tendency to operate with lone consultants and lone organizational representatives.