Relationship bonding for a better knowledge transfer climate: An ERP implementation research

2012 ◽  
Vol 52 (2) ◽  
pp. 406-414 ◽  
Author(s):  
Wei-Hsi Hung ◽  
Chin-Fu Ho ◽  
Jau-Jeng Jou ◽  
Kao-Hui Kung
Keyword(s):  
Knowledge Transfer ◽  
Implementation Research ◽  
Erp Implementation ◽  
Transfer Climate

The Mediating Role of Absorptive Capacity in Knowledge Transfer

2013 ◽  
Vol 9 (2) ◽  
pp. 1-19 ◽  
Author(s):  
Femi Adisa ◽  
Jeremy Rose
Keyword(s):  
Knowledge Transfer ◽  
Absorptive Capacity ◽  
Business Processes ◽  
Shared Understanding ◽  
Business Practices ◽  
Erp Implementation ◽  
Mediating Role ◽  
Multiple Case

Knowledge transfer between consultants and organizational users influences the outcomes of an Enterprise Resource System (ERP) implementation. Configuration and implementation tasks are dependent on generating some level of shared understanding of both business practices and technology. These problems become acute in implementations in small and medium sized enterprises (SMEs). SMEs often operate with non-standard business processes, making an effective interchange of process knowledge between consultants and end-users crucial. Using a multiple case study method and content analysis, the authors investigate the mediating role of absorptive capacity in knowledge transfer in SMEs ERP implementations. They present exploratory case studies from 3 Nigerian companies with varying outcomes, and hypothesize that knowledge transfer is complicated by acute information asymmetry, absence of pre-existing related knowledge and consequent difficulties in developing a shared understanding, and by a tendency to operate with lone consultants and lone organizational representatives.

Organization development through ad hoc problem solving

2013 ◽  
Vol 7 (1) ◽  
pp. 23-42 ◽  
Author(s):  
Davar Rezania ◽  
Noufou Ouedraogo
Keyword(s):  
Problem Solving ◽  
Knowledge Transfer ◽  
Enterprise Resource Planning ◽  
Ad Hoc ◽  
Resource Planning ◽  
Erp Implementation ◽  
Content Type ◽  
Knowledge Resources ◽  
Practical Implications

Purpose – The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource planning (ERP) implementation project. The paper studies how an ERP project develops ability to network, link, and integrate its various knowledge resources over time. Design/methodology/approach – The paper conducted a case study of an ERP project, from its initiation in 2008 to its completion in 2011. Findings – The case demonstrates the dynamics of development of knowledge transfer capacities through ad hoc problem solving. The paper identifies five mechanisms used in this case for the development of knowledge transfer capacities. Practical implications – Ad hoc problem solving mechanisms demonstrated in this paper can be intentionally planned and utilized in similar projects to enable interaction, integration, and institutionalization. Originality/value – Even though ad hoc problem solving as a model for change is prevalent in many organizations, studies of ad hoc problem solving capabilities as a mechanism for change are not extensive. This case describes ad hoc mechanisms that foster change and development of knowledge transfer capacities during large IT project implementations.

Determinants of ERP implementation knowledge transfer

2008 ◽  
Vol 45 (8) ◽  
pp. 528-539 ◽  
Author(s):  
Qing Xu ◽  
Qingguo Ma
Keyword(s):  
Knowledge Transfer ◽  
Erp Implementation

An ERP Implementation Case Study from a Knowledge Transfer Perspective

2000 ◽  
Vol 15 (4) ◽  
pp. 281-288 ◽  
Author(s):  
Zoonky Lee ◽  
Jinyoul Lee
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Process Analysis ◽  
Resource Planning ◽  
Erp Implementation ◽  
Factors Affecting ◽  
Early Implementation ◽  
Business Knowledge

An enterprise resource planning (ERP) application is an enterprise-wide package that tightly integrates all necessary business functions into a single system with a shared database. An ERP implementation often entails transferring the business knowledge incorporated in the basic architecture of the software package into the adopting organization. This article proposes a new approach to analysing ERP implementations from a knowledge transfer perspective. It also contributes to a better understanding of competitive advantage based on process knowledge when standardized business processes are implemented by an organization. The article begins by identifying the types of knowledge transferred during an ERP implementation and the factors affecting this transfer. It then investigates how conflicts between the business knowledge transferred from the ERP package and the existing organizational knowledge are resolved. During our investigation, we used in-depth interviews, process analysis and documentation analysis in order to analyse an early implementation stage of ERP. The results indicated that the business processes which are incorporated in an ERP package are transferred into an organization along with the business rules inherent in the processes due to process automation, the limited flexibility of such packages and the cross-functional nature of an ERP package. The results also suggested that an organization's adaptive capability concerning role and responsibility redistribution, the development of new types of required knowledge and the introduction of a different knowledge structure influence an organization's ability to internalize these standardized processes into business routines that provide a competitive advantage

Sign in / Sign up

Export Citation Format

Share Document