Title

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.

ISSN

1479-3121

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

84874411177

Indexed in Scopus

yes

Open Access

no

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