Putting the enterprise into the enterprise system
Harvard Business Review
Enterprise resource planning: cultural fits and misfits: is ERP a universal solution?
Communications of the ACM
The critical success factors for ERP implementation: an organizational fit perspective
Information and Management
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
Sequential Variety in Work Processes
Organization Science
Synthesis and Decomposition of Processes in Organizations
Information Systems Research
European Journal of Information Systems - Special issue: From technical to socio-technical change: Tackling the human and organizational aspects of systems development projects
European Journal of Information Systems - Special section: PACIS 2004
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Business process redesign: tactics for managing radical change
Journal of Management Information Systems - Special section: Toward a theory of business process change management
Enacting Integrated Information Technology: A Human Agency Perspective
Organization Science
ERP Misfit: Country of Origin and Organizational Factors
Journal of Management Information Systems
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Journal of Management Information Systems
Technological Embeddedness and Organizational Change
Organization Science
Integrated Business Processes with ERP Systems
Integrated Business Processes with ERP Systems
The nature of theory in information systems
MIS Quarterly
Information Systems Research
Hi-index | 0.00 |
Enterprise system implementations often create tension in organizations. On the one hand, these systems can provide significant operational and strategic benefits. On the other hand, implementation of these systems is risky and a source of major disruptions. In particular, employees experience significant changes in their work environment during an implementation. Although the relationship between ES implementations and employees' jobs has been noted in prior research, there is limited research on the nature, extent, determinants, and outcomes of changes in employees' job characteristics following an ES implementation. This paper develops and tests a model, termed the job characteristics change model (JCCM), that posits that employees will experience substantial changes in two job characteristics (i.e., job demands and job control) during the shakedown phase (i.e., immediately after the rollout) of an ES implementation. These changes are theorized to be predicted by work process characteristics, namely perceived process complexity, perceived process rigidity, and perceived process radicalness, that in turn will be influenced by technology characteristics (i.e., perceived technology complexity, perceived technology reconfigurability, and perceived technology customization). JCCM further posits that changes in job characteristics will influence employees' job satisfaction. Longitudinal field studies conducted in two organizations (N = 281 and 141 respectively) provided support for the model. The scientific and practical implications of the findings are discussed.