Learning as a change agent in ERP enabled organisations - a case analysis

Rajendran Raju and Ranga Rajagopal

International Journal of Information Systems and Change Management, 2014, vol. 7, issue 1, 3-22

Abstract: Although organisations implement enterprise resource planning (ERP) systems as part of their strategic management initiatives, most of them do not realise the expected level of business benefits. This could be understood better by studying the outcome-based measures (use, learning and value). Learning can contribute to improved and strategic use of the system resulting in efficiency and effectiveness. Organisational change can be brought about by institutionalising this learning which can ensure better system usage leading to enhancement in business value. A conceptual model has been developed and validated through a case study to demonstrate how organisations can manage their learning dynamically to enhance usage of information systems to deliver enhanced task performance leading to better impact.

Keywords: enterprise resource planning; ERP; system use; learning; knowledge management; tacit knowledge; business value; task performance; performance impact; change agents; organisational change; case study; information systems. (search for similar items in EconPapers)
Date: 2014
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