Tacit Knowledge Sharing During ERP Acquisition: An Exploratory Multi-Site Case Study

Ramaraj Palanisamy ()
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Ramaraj Palanisamy: Department of Information Systems, The Gerald Schwartz School of Business, St Francis Xavier University, NS B2G 2W5, Canada

Journal of Information & Knowledge Management (JIKM), 2012, vol. 11, issue 02, 1-14

Abstract: Organisations that implement Enterprise Resources Planning (ERP) software packages are making a big commitment in terms of both time and money. Realising the ERP benefits, some organisations have successfully implemented while others have struggled, settled for minimum returns, and abandoned the system. To mitigate the risks, a knowledge sharing framework is suggested to be put in place during ERP acquisition. Based on findings in an explorative case study of three Canadian organisations that have gone through ERP acquisition phases, this study examines tacit knowledge sharing in ERP acquisition planning process, information search process, selection, evaluation, choice, and negotiations. The lessons learned and knowledge sharing activities are given by presenting a cross-comparison of the case studies.

Keywords: Enterprise resources planning; tacit knowledge sharing; ERP acquisition; case study research (search for similar items in EconPapers)
Date: 2012
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DOI: 10.1142/S0219649212500104

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