Authors: Maha Shakir, Dennis Viehland
Addresses: College of Information Systems, Zayed University, P.O. Box 4783, Abu Dhabi, United Arab Emirates. ' Institute of Information and Mathematical Sciences, Massey University, Private Bag 102 904, North Shore MSC, Auckland, New Zealand
Abstract: This study provides an understanding of the organisational change that accompanies enterprise resource planning (ERP) system implementations. While there is general agreement in the literature that organisational change through IT integration – technochange – is a key outcome to any ERP implementation, there is little evidence on how this change happens. Using two case studies of ERP implementations, we report two variations on the change process. The first is a thoroughly planned and quickly executed implementation that aims to achieve radical change outcomes. In the second case, change is unintended and emerges slowly and gradually as a consequence of implementation progress. An analysis of technochange process variables provides the framework for the cross-study comparison. This study|s key findings suggest that thoroughly planned ERP implementations score high on outcome success measures while implementations fostering gradual change pay attention to process success measures.
Keywords: enterprise resource planning; ERP implementation; organisational change; technochange; planned change; emergent change; success measures; change management; information systems.
International Journal of Information Systems and Change Management, 2006 Vol.1 No.3, pp.262 - 284
Available online: 30 Oct 2006Full-text access for editors Access for subscribers Purchase this article Comment on this article