User resistance determinants and the psychological contract in enterprise system implementations

2010 ◽  
Vol 19 (6) ◽  
pp. 625-636 ◽  
Author(s):  
Tim Klaus ◽  
J Ellis Blanton
Keyword(s):  
Psychological Contract ◽  
Enterprise System ◽  
User Resistance ◽  
Resistance Determinants

Resistant Groups in Enterprise System Implementations: A Q-Methodology Examination

2010 ◽  
Vol 25 (1) ◽  
pp. 91-106 ◽  
Author(s):  
Tim Klaus ◽  
Stephen C Wingreen ◽  
J Ellis Blanton
Keyword(s):  
Management Strategy ◽  
Q Methodology ◽  
Large Range ◽  
Management Strategies ◽  
Enterprise System ◽  
User Resistance ◽  
Initial Investigation ◽  
User Groups ◽  
Mandatory Adoption ◽  
Q Sort

This paper is an initial investigation into types of user resistance and the management strategy expectations of users in a mandatory adoption setting. Despite its relationship to adoption, relatively little is known about user resistance. User resistance is investigated in the Enterprise System (ES) environment because the complexity and richness of ES leads users to manifest a large range of resistant behaviors and beliefs. Using Concourse Theory and Q-methodology, ES users are interviewed followed by the development of a Q-sort questionnaire, which was distributed to ES users. The results reveal eight user groups and address the management strategies preferred by each group. The results have implications for both research in the field of user resistance and adoption, and practitioners involved in system implementation.

Encouraging client’s knowledge sharing in enterprise system post-implementation through psychological contract and entrepreneurial orientation

2019 ◽  
Vol 33 (2) ◽  
pp. 689-709
Author(s):  
Zhao Cai ◽  
Hefu Liu ◽  
Qian Huang ◽  
Yue Kang ◽  
Liang Liang
Keyword(s):  
Knowledge Sharing ◽  
Psychological Contract ◽  
Entrepreneurial Orientation ◽  
Enterprise System ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Psychological Contract Fulfillment ◽  
The Relationship ◽  
Sharing Behavior

Purpose The purpose of this paper is to discuss the relationship between psychological contract and knowledge sharing behavior in the enterprise system (ES) post-implementation stage. The fulfillment and obligation of psychological contract are proposed as antecedents of knowledge sharing behavior performed by client firms. Additionally, entrepreneurial orientation (EO) is considered a moderator in the relationship between psychological contract and knowledge sharing. Design/methodology/approach This study adopted the questionnaire survey to collect data from 132 client firms of a focal ES provider in the garment industry of China. Hierarchical regression analysis was used for data analysis. Findings Psychological contract fulfillment is negatively related to knowledge sharing, whereas the positive role of psychological contract obligation is supported. EOstrengthens the role of both psychological contract fulfillment and obligation in shaping knowledge sharing behavior of client firms. Originality/value This study adopts forward- and backward-looking approaches in decision making as a theoretical lens to investigate how to improve client firms’ knowledge sharing behavior through psychological contract. By figuring out the roles of psychological contract and EO in influencing knowledge sharing, this research benefits both vendor and client firms in maintaining sustainable collaboration and continuous improvement of ES projects.

Breaking the Ice

2011 ◽  
Vol 13 (1) ◽  
pp. 1-14 ◽  
Author(s):  
Lindsay H. Stuart ◽  
Ulrich Remus ◽  
Annette M. Mills
Keyword(s):  
Organizational Culture ◽  
Business Processes ◽  
Project Team ◽  
Enterprise System ◽  
User Resistance ◽  
Left Behind ◽  
Student Management ◽  
The Impact ◽  
Southern University ◽  
New System

This case explores the challenges of implementing an enterprise system (ES) across a university with a diverse organizational culture. This teaching case describes the process through which Southern University sought to implement the Delta student management system (SMS) and the challenges encountered due to the university’s organizational culture. The project team ran into a change resistant culture with organizational units that enjoyed autonomy in their business processes. Rather than attend to various needs by customizing the system, the project team implemented a plain version of the system. Although this approach ensured the project team was able to complete the implementation on time and within budget, it left behind many dissatisfied users and organizational members, and created resistance within the organization toward the system. Therefore, this case provides opportunities for students to discuss the impact of organizational culture and user resistance on IS implementations as well as the merits and limitations of the strategies employed by the project team to ensure the new system was implemented on time and within budget.

Psychological Contract Fulfillment and Employee Responses to Pay System Change

2017 ◽  
Vol 16 (4) ◽  
pp. 172-185 ◽  
Author(s):  
Christine J. Syrek ◽  
Conny H. Antoni
Keyword(s):  
Transformational Leadership ◽  
Psychological Contract ◽  
Pay For Performance ◽  
Psychological Contracts ◽  
Change Processes ◽  
Affective Organizational Commitment ◽  
Before And After ◽  
Psychological Contract Fulfillment ◽  
Pay System ◽  
Employee Responses

Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

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