Overcoming knowledge management challenges during ERP implementation: The need to integrate and share different types of knowledge: Research Articles

Authors:
Shan L. Pan;Sue Newell;Jimmy Huang;Robert D. Galliers
Affiliations:
National University of Singapore, 3 Science Drive 2, Singapore 117542;Bentley College, 175 Forest Street, Waltham, MA 02452;University of Warwick, Coventry, CV4 7AL, United Kingdom;Bentley College, 175 Forest Street, Waltham, MA 02452
Venue:
Journal of the American Society for Information Science and Technology
Year:
2007

Citing 25
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Abstract

In this article, the author examines an enterprise resource planning (ERP) adoption process in a particular case setting to explore the knowledge management challenges encountered, specifically challenges related to the sharing and integration of knowledge, and the ways that social capital is used to overcome these challenges. More specifically, the author relates the different sources and effects of social capital to the different implementation phases, with their differing knowledge management challenges. By doing so, he highlights the relative importance of the bridging and bonding aspects of social capital that vary during different phases because of the different types of knowledge that become more or less important over the lifecycle of the project—embrained, embodied, encultured, embedded, and encoded. © 2007 Wiley Periodicals, Inc.