 Understanding technochange in ERP implementation through two case studiesMaha Shakir and Dennis Viehland International Journal of Information Systems and Change Management, 2006, vol. 1, issue 3, 262-284 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. Keywords: enterprise resource planning; ERP implementation; organisational change; technochange; planned change; emergent change; success measures; change management; information systems. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijiscm:v:1:y:2006:i:3:p:262-284 Access Statistics for this article More articles in International Journal of Information Systems and Change Management from Inderscience Enterprises Ltd |
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