Technology investment and business performance
Communications of the ACM
Enterprise resource planning: cultural fits and misfits: is ERP a universal solution?
Communications of the ACM
Social Analyses of Computing: Theoretical Perspectives in Recent Empirical Research
ACM Computing Surveys (CSUR)
Power, politics, and MIS implementation
Communications of the ACM
Mission Critical: Realizing the Promise of Enterprise Systems
Mission Critical: Realizing the Promise of Enterprise Systems
Information Systems Frontiers
The ERP Revolution: Surviving vs. Thriving
Information Systems Frontiers
Redesigning Human Systems
Distribution of Knowledge, Group Network Structure, and Group Performance
Management Science
Transactive Memory Systems in Organizations: Matching Tasks, Expertise, and People
Organization Science
European Journal of Information Systems - Special issue: From technical to socio-technical change: Tackling the human and organizational aspects of systems development projects
Reconceptualizing System Usage: An Approach and Empirical Test
Information Systems Research
Enacting Integrated Information Technology: A Human Agency Perspective
Organization Science
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Journal of Management Information Systems
The DeLone and McLean Model of Information Systems Success: A Ten-Year Update
Journal of Management Information Systems
The Value of Weak vs. Strong Ties between Individuals and Projects for New Product Review
HICSS '08 Proceedings of the Proceedings of the 41st Annual Hawaii International Conference on System Sciences
Implementation costs of IS-enabled organizational change
Information and Organization
Technological Embeddedness and Organizational Change
Organization Science
Individual Adaptation to IT-Induced Change: The Role of Social Networks
Journal of Management Information Systems
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The implementation of enterprise systems, such as enterprise resource planning (ERP) systems, alters business processes and associated workflows, and introduces new software applications that employees must use. Employees frequently find such technology-enabled organizational change to be a major challenge. Although many challenges related to such changes have been discussed in prior work, little research has focused on post-implementation job outcomes of employees affected by such change. We draw from social network theory-- specifically, advice networks--to understand a key post-implementation job outcome (i.e., job performance). We conducted a study among 87 employees, with data gathered before and after the implementation of an ERP system module in a business unit of a large organization. We found support for our hypotheses that workflow advice and software advice are associated with job performance. Further, as predicted, we found that the interactions of workflow and software get-advice, workflow and software give-advice, and software get- and give-advice were associated with job performance. This nuanced treatment of advice networks advances our understanding of post-implementation success of enterprise systems.