“Cultural Intelligence” During ERP Implementation: Insights from a Thai Corporation

Régis Meissonier (), Emmanuel Houze () and Liette Lapointe
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Régis Meissonier: MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School
Emmanuel Houze: MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School
Liette Lapointe: McGill University = Université McGill [Montréal, Canada]

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Abstract: Much attention has been devoted to challenges related to ERP implementation. However, there is a wealth of papers that are focusing on cultural issues related to ERP depending the country they are implemented. The objective of this article is to analyze and to illustrate how project managers achieve ERP implementation whereas users face cultural changes concerning the way new tasks and business processes must be done? It differs from the perspective considering IT adoption as depending primarily on IT characteristics and organizational needs. We posit that ERP acceptance/resistance cannot be reduced to use behaviors taken at face value but that they must be analyzed considering their underlying cultural dimensions. The case study was done at Eastwater, a corporation in charge of water distribution across Thailand and that succeeded into implementing SAP in only one year. The semi-structured interviews done with project managers and consultants of the company reveal how cultural values shared by employees were used as change management vectors, showing for example how the project director used the "Bunkhun" values to legitimate the ERP adoption and force users' acceptance of the ERP. The result can help managers to better deal with observed misfits between organizational values and IT project, so that it does not ultimately become an obstacle to user acceptance.

Date: 2014
Note: View the original document on HAL open archive server: https://hal.umontpellier.fr/hal-02048111v1
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Published in International Business Research, 2014, 7 (12), pp.14-28. ⟨10.5539/ibr.v7n12p14⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02048111

DOI: 10.5539/ibr.v7n12p14

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