Authors: Don Kerr; Peter A. Murray; Kevin Burgess
Addresses: Faculty of Business, University of the Sunshine Coast, Sippy Downs, Queensland, Australia. ' Faculty of Business and Law, University of Southern Queensland, Toowoomba 4350, Australia. ' Centre for Defence Acquisition, Department of Management and Security, Cranfield University, Cranfield, Bedford, MK43 0AL, UK
Abstract: The information systems' literature outlines how training is a critical factor to successful Enterprise Resource Planning (ERP) implementations. Yet, types of training are not discussed in the literature and there is little indication if existing training is effective and whether relevant contextual factors have been considered. Without understanding how learning is connected to training processes and outputs, answers related to which training frameworks are required for successful ERP implementation are difficult to determine. Using a case study approach, this study finds that traditional ERP training is too focused on a methodical learning culture that restricts the effectiveness of training. While the importance of methodical learning is outlined, it is posited that emergent learning behaviour is much more likely to improve the overall effectiveness of ERP training and implementation.
Keywords: planning systems; staff training; emergent learning; enterprise resource planning; ERP; effective training; contextual factors; training processes; training outputs; training frameworks; methodical learning; learning cultures; overall effectiveness; implementation; learning behaviour; change contexts.
International Journal of Learning and Change, 2012 Vol.6 No.1/2, pp.18 - 32
Published online: 13 Mar 2012 *Full-text access for editors Access for subscribers Purchase this article Comment on this article