Organizational Knowledge Sharing in ERP Implementations

Resource Planning ◽

Organizational Knowledge ◽

End Users ◽

Erp Implementation ◽

Organizational Processes ◽

Case Study Methodology ◽

This study examines organizational knowledge sharing in enterprise resource planning (ERP) implementation. Knowledge sharing in ERP implementation is somewhat unique, because ERP requires end users to have more divergent knowledge than is required in the use of traditional systems. Because of the length of time and commitment that ERP implementation requires, end users also are often more involved in ERP implementations than they are in more traditional ERP implementations. They must understand how their tasks fit into the overall process, and they must understand how their process fits with other organizational processes. Knowledge sharing among organizational members is one critical piece of ERP implementation, yet it is challenging to achieve. There is often a large gap in knowledge among ERP implementation personnel, and people do not easily share what they know. This study presents findings about organizational knowledge sharing during ERP implementation in three firms. Data were collected through interviews using a multi-site case study methodology. Findings are analyzed in an effort to provide a basis on which practitioners can facilitate knowledge sharing more effectively during ERP implementation.

Organizational Knowledge Sharing in ERP Implementation

End-User Computing ◽

10.4018/978-1-59904-945-8.133 ◽

2008 ◽

pp. 1948-1967

Author(s):

Mary C. Jones ◽

R. Leon Price

Keyword(s):

Knowledge Sharing ◽

Resource Planning ◽

Organizational Knowledge ◽

End Users ◽

Erp Implementation ◽

Organizational Processes ◽

Case Study Methodology ◽

This study examines organizational knowledge sharing in enterprise resource planning (ERP) implementation. Knowledge sharing in ERP implementation is somewhat unique because ERP requires end users to have more divergent knowledge than is required in the use of traditional systems. Because of the length of time and commitment that ERP implementation requires, end users are also often more involved in ERP implementations than they are in more traditional ERP implementations. They must understand how their tasks fit into the overall process, and they must understand how their process fits with other organizational processes. Knowledge sharing among organizational members is one critical piece of ERP implementation, yet it is challenging to achieve. There is often a large gap in knowledge among ERP implementation personnel, and people do not easily share what they know. This study presents findings about organizational knowledge sharing during ERP implementation in three firms. Data were collected through interviews using a multi-site case study methodology. Findings are analyzed in an effort to provide a basis on which practitioners can more effectively facilitate knowledge sharing during ERP implementation.

Enterprise Resource Planning (ERP)

Strategic Information Systems ◽

10.4018/978-1-60566-677-8.ch087 ◽

2011 ◽

pp. 1358-1378

Author(s):

Joseph R. Muscatello ◽

Diane H. Parente

Keyword(s):

Operations Management ◽

Resource Planning ◽

Erp Implementation ◽

Case Study Methodology ◽

Erp System ◽

Qualitative Research Design ◽

Study Methodology ◽

Insight Into

In today’s intensely competitive marketplace, companies can benefit strategically and tactically from enterprise resource planning (ERP) systems, if implemented correctly. However, with failure rates estimated to be as high as 50% of all ERP implementations, companies can be negatively impacted by a poorly performing ERP system. The research on ERP has focused on events leading to the selection, evaluation, and implementation of the ERP system. The intent of this research is to identify new or lightly researched theories regarding the difficulties of ERP implementations that can help practitioners successfully manage ERP implementations by performing a post-ERP implementation examination of eight corporations. We examine operations management (OM) literature rather than information systems (IS) literature in order to provide IS readers with an alternative yet valuable analysis. Further, we purposely avoid well-established findings by performing a large literature review. This article is based on a qualitative research design using case-study methodology. The propositions derived from the case studies form solid insight into the considerations that may influence the success of an ERP system.

Advances in Information Resources Management - Innovative Technologies for Information Resources Management ◽

A Post-Implementation Case Study and Review of Enterprise Resource Planning (ERP) Implementations

10.4018/978-1-59904-570-2.ch001 ◽

2010 ◽

pp. 1-20 ◽

Cited By ~ 4

Author(s):

Joseph R. Muscatello ◽

Diane H. Parente

Keyword(s):

Research Effort ◽

Resource Planning ◽

Research Review ◽

Erp Systems ◽

Case Study Methodology ◽

Erp System ◽

Qualitative Research Design ◽

Enterprise resource planning (ERP) systems, if implemented correctly, have shown that a firm can gain strategic and tactical advantages over their competition who do not implement such systems. However, with failure rates estimated to be as high as 50% of all ERP implementations, companies can be negatively impacted by a poorly performing ERP system. The research on ERP has focused on events leading to the selection, evaluation, and implementation of the ERP system. The intent of this updated research effort is to capture new theories that can help practitioners successfully manage ERP systems by performing a post-ERP implementation examination of eight corporations and a pertinent research review. This chapter is based on a qualitative research design involving case-study methodology. The propositions derived from the case study form a broad set of considerations that influence the success of an ERP system.

Capturing Users' Tacit Knowledge in ERP Implementation: An Exploratory Multi-Site Case Study

Journal of Information & Knowledge Management ◽

10.1142/s0219649207001615 ◽

2007 ◽

Vol 06 (01) ◽

pp. 9-23 ◽

Cited By ~ 5

Author(s):

Ramaraj Palanisamy

Keyword(s):

Tacit Knowledge ◽

Resource Planning ◽

Lessons Learned ◽

Erp Systems ◽

Structured Interviews ◽

Erp Implementation ◽

Case Study Methodology ◽

Implementation Team

This study examines capturing users' tacit knowledge in enterprise resource planning (ERP) systems. To mitigate the risks in implementing ERP systems, a knowledge based approach is followed. The ERP implementation team depends upon users for their knowledge to understand the business rules and processes required for the ERP systems. The value of ERP implementation is increased when users' tacit knowledge has been integrated into ERP systems. This paper attempts to understand how Canadian organisations are capturing the users' tacit knowledge in ERP implementation. A case study methodology is followed to accomplish the research objective. Three organisations from telecommunication, government, and retail sectors participated in the study. For data collection, semi-structured interviews were conducted with four to six respondents from each firm. The findings about tacit knowledge sharing in three firms that have implemented ERP systems are presented. The findings are categorised as follows: ERP adoption by all three firms, implemented ERP modules, users' tacit knowledge capturing and conversion, activities and approaches, users' tacit knowledge for interim modification and post-implementation. The lessons learned are given by presenting a cross-comparison of three case studies.

ERP and organizational change

International Journal of Organizational Analysis ◽

10.1108/ijoa-05-2014-0760 ◽

2016 ◽

Vol 24 (3) ◽

pp. 487-515 ◽

Cited By ~ 5

Author(s):

Mostafa Kamal Hassan ◽

Samar Mouakket

Keyword(s):

Organizational Change ◽

Market Economy ◽

Emerging Market ◽

Resource Planning ◽

Case Study Methodology ◽

Content Type ◽

Erp System ◽

Purpose The study aims to explore the processes of implementing an enterprise resource planning (ERP) system in a public service organization operating in an emerging market economy, namely, the United Arab Emirates (UAE). Design/methodology/approach The study draws on Laughlin’s (1991) model of organizational change to highlight how the introduction of an ERP system, particularly its accounting modules, disrupted the adopting organization’s modes of thinking and its members’ practices. It uses a case study methodology. Data collection methods included semistructured interviews, documentary evidence and personal observation. Findings The case study findings show that despite implementation and customization problems, the organization’s employees were forced to use the ERP system. The findings also highlight how the ERP system was acted upon to mobilize the organization’s members toward a new era of information technology. However, the misfit between pre- and post-ERP system accounting practices led to some organizational members to form absorbing groups that questioned accounting-based ERP system organizational changes. The top management’s persistent desire to adopt the ERP system through forcing the organization’s employees to use the system’s modules led the organization to undergo what Laughlin (1991) calls “colonization” organizational change. Research limitation/implications The use of a case study methodology inherently limits the generalizability of the study’s findings. The case study was carried out over a relatively short timeframe, namely, ten months. Therefore, the use of a longitudinal case study to examine accounting-based ERP organizational change is recommended. Practical implications The study provides insights that can assist top management in formulating organizational change strategies. It also provides insights about emerging economies’ regulatory particularities that influence ERP system implementation. Originality/value The study is one of the first studies that utilizes Laughlin’s (1991) model of organizational change to examine accounting-based ERP organizational change in an emerging market economy.

Meeting halfway

Business Process Management Journal ◽

10.1108/bpmj-05-2016-0107 ◽

2017 ◽

Vol 23 (5) ◽

pp. 936-956 ◽

Cited By ~ 3

Author(s):

Pamella Drummond ◽

Fernando Araujo ◽

Renata Borges

Keyword(s):

Latin America ◽

Conceptual Framework ◽

Leadership Behavior ◽

Resource Planning ◽

End Users ◽

Erp Implementation ◽

Content Type ◽

Depth Analysis

Purpose The purpose of this paper is to investigate the large case of enterprise resource planning (ERP) system implementation in Latin America, performed between 2011 and 2015 in a Brazilian, multinational, publicly traded company. Using the organizational change literature as background, this research analyzes the barriers and factors of success by comparing the perspectives of ERP implementers and end-users, identifying success factors and barriers of this project. A conceptual framework is developed. Design/methodology/approach The case study method was used to conduct an in-depth analysis of the interviews that captured the complexity of this process. The change management project team had exactly 11 implementers, of whom ten were interviewed, and 45 end-users, of whom 20 were interviewed. Findings The results suggest that end-users and implementers have opposite perceptions regarding the role of previous experience, organizational processes, capacity for change, leadership behavior, and the interaction of business units. In general, implementers presented a more critical perception of the change processes. Conversely, implementers and end-users agreed that business needs and cultural values facilitated the ERP implementation, whereas organizational structure and geographic dispersion constrain it. Research limitations/implications This research could have analyzed the results by region or by production line. Originality/value The major contribution of this research is to offer a conceptual framework to analyze different views about the same project. This study deepens the understanding of ERP implementations by adding studies from other countries and different cultures. For practitioners, this case study aims to offer the experiences and perceptions that implementers and end-users had about the largest ERP implementation system in Latin America.

A Post-Implementation Case Study and Review of Enterprise Resource Planning (ERP) Implementations

Business Information Systems ◽

10.4018/978-1-61520-969-9.ch080 ◽

2010 ◽

pp. 1285-1302

Author(s):

Joseph R. Muscatello ◽

Diane H. Parente

Keyword(s):

Research Effort ◽

Resource Planning ◽

Research Review ◽

Erp Systems ◽

Case Study Methodology ◽

Erp System ◽

Qualitative Research Design ◽

Enterprise resource planning (ERP) systems, if implemented correctly, have shown that a firm can gain strategic and tactical advantages over their competition who do not implement such systems. However, with failure rates estimated to be as high as 50% of all ERP implementations, companies can be negatively impacted by a poorly performing ERP system. The research on ERP has focused on events leading to the selection, evaluation, and implementation of the ERP system. The intent of this updated research effort is to capture new theories that can help practitioners successfully manage ERP systems by performing a post-ERP implementation examination of eight corporations and a pertinent research review. This chapter is based on a qualitative research design involving case-study methodology. The propositions derived from the case study form a broad set of considerations that influence the success of an ERP system.

COMPARATIVE STUDY OF ERP IMPLEMENTATION METHODOLOGY CASE STUDY: ACCELERATED SAP VS DANTES & HASIBUAN METHODOLOGY

Jurnal Sistem Informasi ◽

10.21609/jsi.v8i1.318 ◽

2013 ◽

Vol 8 (1) ◽

pp. 8

Author(s):

Muhammad Hafizhuddin Hilman ◽

Farisya Setiadi ◽

Ika Sarika ◽

Jarot Budiasto ◽

Rakhmat Alfian

Keyword(s):

System Development ◽

Resource Planning ◽

Application Development ◽

Erp Implementation ◽

Erp System ◽

Whole Process ◽

Implementation Methodology ◽

Development Paradigm

Enterprise Resource Planning (ERP) system is a concept of enterprise system that describe the integration of the whole process in the organization. Study in this field mostly about external development paradigm on information system development. So, issue in ERP is all about how to adopt it in the organization, not about the application development. This paper reviews two methodology on ERP system implementation, one is vendor perspective methodology and new generic perspective methodology. Comparation of both methodology is done in this study by using Roger Sessions’ metric. Result is the vendor perspective slightly superior than the new generic perspective methodology.

Insuring a Successful ERP Implementation

Case Studies on Digital Government ◽

10.4018/978-1-59904-177-3.ch008 ◽

2011 ◽

pp. 110-125

Author(s):

Kimberly Furumo

Keyword(s):

Resource Planning ◽

Erp Implementation ◽

Erp System ◽

Roles And Responsibilities ◽

Case Study Analysis ◽

Governmental Agencies ◽

Governmental Organizations ◽

It Implementation

This chapter provides a case study of a failed enterprise resource planning (ERP) implementation at a public university. Public universities, like other governmental agencies, may have more dif?culty implementing information technology (IT) because of limited resources, increased organizational bureaucracy, and extensive statutory reporting requirements. This chapter begins by identifying what an ERP system is, the dif?culties of implementing ERP systems, and the added dif?culties related to implementing technology in governmental organizations. In this case study analysis, upper managers, IT staff, and functional department end users were asked to identify why the project failed. Several lessons were learned including the importance of allocating adequate ?nancial resources to IT projects and managing the change process. As organizations move from the centralized legacy system environment which was prevalent in the last half of the 20th century, to the new distributed ERP environment, roles and responsibilities are changing. Readers are provided with practical suggestions that will help improve IT implementation success in governmental agencies.