In the age of the smart machine: the future of work and power
In the age of the smart machine: the future of work and power
A social process model of user-analyst relationships
MIS Quarterly
Putting the enterprise into the enterprise system
Harvard Business Review
Enterprise resource planning systems: systems, life cycle, electronic commerce, and risk
Enterprise resource planning systems: systems, life cycle, electronic commerce, and risk
Discourse, Management Fashions, and ERP Systems
Proceedings of the IFIP TC8/WG8.2 Working Conference on Global and Organizational Discourse about Information Technology
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Journal of Management Information Systems
A case study strategy as part of an information systems research methodology: a critique
International Journal of Computer Applications in Technology
International Journal of Business Information Systems
What influences ERP beliefs - Logical evaluation or imitation?
Decision Support Systems
Perceived Audit Quality from ERP Implementations
Information Resources Management Journal
Defining value-based objectives for ERP systems planning
Decision Support Systems
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In the last 10 years, the majority of large companies have attempted to install Enterprise Resource Planning (ERP) systems, replacing functional systems with a standardised company-wide system. However, making an ERP system work, we contend, is more than an issue of technical expertise or social accommodation: it is an ongoing, dynamic interaction between the ERP system, different groups in an organisation and external groups, such as vendors, management consultants and shareholders. This paper builds this argument using the example of management accountants in the U.K. based on evidence from a survey and several case studies. Drawing on work by Scarbrough and Corbett, we apply and develop a model, the technology power loop, linking technology, the control of technology and expertise to explain issues of how ERP systems are made to work and how expert groups seek to influence this development. We show, using empirical evidence from a survey and several case studies, that the relationship of accountants and technologies such as ERPs has become increasingly intertwined, but accountants continue to use their position to reshape their professional expertise wherever possible. However, our evidence also shows that neglect in this area allows other groups to wrest control from management accountants and make ERPs work for themselves.