Understanding technochange in ERP implementation through two case studies
Document Type
Article
Source of Publication
International Journal of Information Systems and Change Management
Publication Date
1-1-2006
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. © 2006 Inderscience Enterprises Ltd.
DOI Link
ISSN
Publisher
Inderscience Publishers
Volume
1
Issue
3
First Page
262
Last Page
284
Disciplines
Computer Sciences
Keywords
emergent change, Enterprise resource planning (ERP), organisational change, planned change, success measures, technochange
Scopus ID
Recommended Citation
Shakir, Maha and Viehland, Dennis, "Understanding technochange in ERP implementation through two case studies" (2006). All Works. 3814.
https://zuscholars.zu.ac.ae/works/3814
Indexed in Scopus
yes
Open Access
no