Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Open accessAbstract
This paper reports on a comparative case study of 13 industrial firms that implemented an enterprise resource planning (ERP) system. It compares firms based on their dialectic learning process. All firms had to overcome knowledge barriers of two types: those associated with the configuration of the ERP package, and those associated with the assimilation of new work processes. We found that both strong core teams and carefully managed consulting relationships addressed configuration knowledge barriers. User training that included both technical and business processes, along with a phased implementation approach, helped firms to overcome assimilation knowledge barriers. However, all firms in this study experienced ongoing concerns with assimilation knowledge barriers, and we observed two different approaches to address them. In a piecemeal approach, firms concentrated on the technology first and deferred consideration of process changes. In a concerted approach, both the technology and process changes were undertaken together. Although most respondents clearly stated a preference for either piecemeal or concerted change, all firms engaged in practices that reflected a combination of these approaches.
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Written from the paper’s full text.
TL;DR
This comparative case study examines 13 North American manufacturing firms that implemented enterprise resource planning systems, using a dialectic learning lens to analyze how they overcame knowledge barriers. It distinguishes configuration and assimilation barriers, and contrasts piecemeal with concerted implementation approaches.
Key findings
- Firms faced two main knowledge barriers: configuring the ERP package and assimilating new work processes. More successful firms managed consultants carefully and transferred external knowledge; less successful firms either ignored consultant advice or became overdependent, with one firm paying 60% of project cost to consultants.
- Training budgets ranged from 1% to 20% of total project budget. More successful firms supplemented system training with education on new processes and change management, while incremental implementation helped users assimilate new work processes.
- Eight firms used a piecemeal approach, implementing ERP before or separately from process reengineering, while five used a concerted approach, redesigning processes alongside ERP. Both groups ultimately had to change systems and processes together, and the distinction was clearer in stated philosophy than in practice; no evidence showed concerted approaches led to greater success.
- Outcomes were mixed: positive impacts included supply chain efficiency, improved financial accounting, greater data visibility, and process-centered thinking; negative impacts included data inaccuracy, lost reporting capabilities, user resistance, strained customer relationships, and loss of skilled people. Most respondents said it was too early to tell ultimate benefits.
Methods
- Comparative case study of 13 North American manufacturing firms or divisions that had completed a major ERP implementation from SAP, Oracle, Baan, or PeopleSoft. The original sample had 16 sites, but 3 had insufficient data; firms initially had to exceed $500 million in revenue, though this criterion was later relaxed.
- One author interviewed 16 sites as part of a larger ERP study. The analysis used a dialectic process perspective, focusing on obstacles encountered during implementation and the mechanisms used to overcome them.
- Firms were categorized by relative success in overcoming configuration and assimilation knowledge barriers, and by whether they followed piecemeal or concerted change processes.
Limitations
- The paper states that many firms were still in post-implementation adjustment, most said it was too early to tell ultimate benefits, and the authors could not gauge ultimate success. It also notes that interviews with senior executives gave no direct access to situated learning, and that the study does not address whether ERP is an effective match for organizations or verify concerns about lost functionality.
- Evident from the text: the sample is limited to 13 North American manufacturing firms or divisions, partly selected through sponsor and consulting contacts, which constrains generalizability. The data are retrospective interview accounts, and outcomes were unstable at the time of study, making causal or long-term conclusions difficult.
Model-written summary. Check it against the paper before relying on it.
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Cites
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Claims the paper makes
0 of 3 cited sources checked · 0 supported · 0 flagged
- Findingown data
Only two cases (PlastiCo and ContainerCo) had mixed results, successful in configuring ERP but less successful in assimilating new work processes.
“Only two cases (PlastiCo and ContainerCo) had mixed results, in that they were judged successfiil in configunng ERP but less successfiil in assimilating new work processes.”
Quote in the paperNot a substantial claim - Findingown data
All firms had to overcome two types of knowledge barriers: configuration of the ERP package and assimilation of new work processes.
“All firms had to overcome knowledge bamers of two types: those associated with the configuration of the ERP package, and those associated with the assimilation of new work processes.”
Quote in the paperSubstantial claim - Findingown data
User knowledge barriers were overcome more effectively when change was introduced incrementally.
“Although ERP is often associated with radical change, our results suggest that user knowledge barriers were overcome more effectively when change was introduced incrementallv”
Quote in the paperSubstantial claim - Findingown data
Eight companies adopted a piecemeal approach.
“The eight companies that adopted a piecemeal approach (TeleCo, HealthCo, MetalCo, WearCo, PlastiCo, CommCo AutoCo, and EquipCo) implemented ERP either prior to or apart from a business process reengineering initiative.”
Quote in the paperSubstantial claim - Findingown data
The remaining five firms pursued a concerted change approach.
“The remaining five firms (ComputerCo, TextileCo, IndusCo, ContainerCo, and PharmaCo) pursued a concerted change approach, focusing on business process redesign along with ERP implementation.”
Quote in the paperNot a substantial claim
- Findingnone given
In the concerted approach, both technology and process changes were tackled together.
“In the latter approach, both the technology and the process changes were tackled together.”
Quote in the paperSubstantial claim - Findingown data
The primary obstacle to implementing ERP successfully and realizing benefits from new business processes was the firm's established knowledge pertaining to systems and business processes.
“To respondents, the primary obstacle to implementing ERP successfully and realizing benefits from new business processes was the firm's established knowledge pertaining to systems and business processes.”
Quote in the paperSubstantial claim - Findingown data
Learning challenges associated with each approach were different.
“The learning challenges associated with each of these approaches were found to be different.”
Quote in the paperSubstantial claim - Findingown data
Almost every case exhibited some combination of positive and negative outcomes.
“Indeed, almost every case exhibited some combination of positive and negative outcomes, making our goal of assessing those outcomes difficult.”
Quote in the paperSubstantial claim - Findingown data
The more successful companies consistently reported an effectively managed relationship with their consultants.
“The more successful companies consistently reported an effectively managed relationship with their consultants.”
Quote in the paperNot a substantial claim - Findingnone given
In the piecemeal approach, firms concentrated on technology first and process changes second.
“In the former approach, firms concentrated on the technology first and on process changes second.”
Quote in the paperNot a substantial claim - Findingown data
Firms attempted to overcome each type of knowledge barrier through mechanisms/specific actions.
“We examined the mechanisms through which firms attempted to overcome each type of knowledge barrier.”
Quote in the paperSubstantial claim - Findingnone given
Other firms spent as much as 20 percent of their project budgets on training.
“Other firms spent as much as 20 percent of their project budgets en training.”
Quote in the paperNot a substantial claim - Findingown data
Firms that used these incremental tactics thought that they were helpful in facilitating the assimilation of new business processes.
“Firms that have used these tactics thought that they were helpful in facilitating the assimilation of new business processes.”
Quote in the paperSubstantial claim - Findingreasoning
Many piecemeal firms did not necessarily avoid the need to reengineer, but rather temporarily accepted the processes embedded in the common vanilla version of the software, and planned for later reengineering of their processes.
“Indeed, many of these firms did not necessanly avoid the need to reengineer, but rather temporarily accepted the processes embedcLed in the common vanilla version of the software, and planned for later reengineenng of their processes.”
Quote in the paperSubstantial claim - Findingreasoning
The learning process of the firms that adopted a piecemeal approach was extended over a rather long period of time.
“To illustrate, the learning process of the firms that adopted a piecemeal approach was extended over a rather long period of time.”
Quote in the paperSubstantial claim - Findingown data
Many firms in the sample learned painfully that their employees knew how to navigate the ERP system but had not assimilated the basic concepts of integration and process-orientation.
“Many firms m our sample learned about this distinction painfully when they realized that their employees knew how to navigate the ERP system but they had not assimilated the basic concepts of integration and process-orientafion.”
Quote in the paperSubstantial claim - Findingown data
The data include expressions of doubt about the value of ERP for solving particular business problems.
“However, our data include expressions of doubt about the value of ERP for solving particular business problems.”
Quote in the paperNot a substantial claim - Findingown data
The data suggest that firms adopted ERP in good faith to solve real problems that they were facing.
“Our data do suggest that firms adopted ERP in good faith to solve real problems that they were facing.”
Quote in the paperNot a substantial claim - Findingown data
EquipCo's system performance was so poor even 18 months after implementation that it had to limit the number of users on the system at one time.
“System performance was so poor even 18 months after implementation that EquipCo had to limit the number of users on the system at one time.”
Quote in the paperSubstantial claim - Findingown data
Several of the firms in the sample spent very little on training.
“Formal training is an obvious choice for overcoming knowledge barriers (Bingi, et al., 1999), but several of the firms in our sample spent very little on training.”
Quote in the paperSubstantial claim - Findingown data
Most firms believed it would take years to assimilate ERP technology.
“Instead, most firms believed it would take years to assimilate ERP technology.”
Quote in the paperSubstantial claim - Findingown data
Once the ERP was in place, most of these firms planned to deal later with the issue of transforming their business processes.
“Once the ERP was in place, most of these firms planned to deal later with the issue of transforming their business processes.”
Quote in the paperNot a substantial claim - Findingnone given
All of the firms pursuing a concerted approach had long traditions of business unit autonomy.
“All of the firms pursuing a concerted approach had long traditions of business unit autonomy”
Quote in the paperNot a substantial claim - Findingown data
At PharmaCo, the culture of autonomy was seen as a threat to standardizing business processes across divisions.
“At PharmaCo, the “culture of autonomy” was seen as a threat to standardizing business processes across divisions.”
Quote in the paperNot a substantial claim - Findingreasoning
These same firms experienced the most difficulty in getting users to assimilate change.
“These siime firms expenenced the most difficulty in getting users to assimilate change.”
Quote in the paperSubstantial claim - Findingreasoning
Even firms adopting a piecemeal approach found themselves implementing new systems and some new processes simultaneously.
“Thus, even firms adopting a piecemeal approach found themselves implementing new systems and some new processes simultaneously.”
Quote in the paperSubstantial claim - Findingown data
Piecemeal firms implemented ERP either prior to or apart from a business process reengineering initiative.
“The eight companies that adopted a piecemeal approach (TeleCo, HealthCo, MetalCo, WearCo, PlastiCo, CommCo AutoCo, and EquipCo) implemented ERP either prior to or apart from a business process reengineering initiative.”
Quote in the paperSubstantial claim - Findingown data
Concerted firms focused on business process redesign along with ERP implementation.
“The remaining five firms (ComputerCo, TextileCo, IndusCo, ContainerCo, and PharmaCo) pursued a concerted change approach, focusing on business process redesign along with ERP implementation.”
Quote in the paperNot a substantial claim - Findingown data
None of the 13 firms from the sample displayed any sense of mastery over ERP following implementation.
“None of the 13 firms from our sample displayed any sense of mastery over ERP following implementation.”
Quote in the paperSubstantial claim - Findingnone given
In many cases, organizational memory is supported by organizational structures in which division managers traditionally enjoyed great autonomy and were held accountable only for bottom-line performance.
“In many cases, organizational memory is supported by organizational structures m which division managers traditionally enjoyed great autonomy and were held accountable only for bottom-line performance.”
Quote in the paperSubstantial claim - Findingown data
Companies like PharmaCo and TextileCo sought the more ambitious goal of changing their autonomous cultures at the same time as they implemented ERP and modified their business processes.
“In contrast to firms adopting a piecemeal approach, companies like PharmaCo and TcxtileCo sought the more ambitious goal of changing their autonomous cultures at the same time as they implemented ERP and modified their business processes.”
Quote in the paperSubstantial claim - Findingreasoning
An incremental approach to implementing an ERP proved to be an effective means to overcoming the knowledge barriers associated with the assimilation of new business processes.
“An incremental approach to implementing an ERP also proved to be an effective means to overcoming the knowledge barriers associated with the assimilation of new business processes.”
Quote in the paperSubstantial claim - Findingreasoning
All five firms pursuing a concerted approach eventually succumbed to some practices that nearly mimicked the behaviors of firms that professed to take a piecemeal approach.
“In fact, the challenge was so dauntmg that all five firms eventually succumbed to some practices that nearly mimicked the behaviors of firms that professed to take a piecemeal approach.”
Quote in the paperSubstantial claim - Findingown data
Most of the firms studied adopted a piecemeal approach, which focused on implementing a plain vanilla version of the software first.
“Most of the firms we studied adopted a piecemeal approach, which focused on implementing a plain vanilla version of the software first.”
Quote in the paperSubstantial claim - Findingreasoning
In no case was a firm able to focus exclusively on a systems implementation.
“In no case was a firm able to focus exclusively on a systems implementation.”
Quote in the paperSubstantial claim - Findingown data
Despite their desire to defer learning, firms adopting a piecemeal approach discovered that ERP dictated some immediate changes in business processes.
“Despite their desire to defer learning, firms adopting a piecemeal approach discovered that ERP dictated some immediate changes in business processes.”
Quote in the paperSubstantial claim - Findingown data
Frequent reference to the dialectical relationship between the way things were and the way things were going to be surfaced in most of the interviews.
“Moreover, frequent reference to the dialectical relationship between the way things were and the way things were going to be surfaced in most of the interviews.”
Quote in the paperSubstantial claim - Findingreasoning
Firms pursuing a concerted change approach took on the challenge of changing systems and processes simultaneously, which created greater learning requirements.
“By contrast, firms pursuing a concerted change approach took on tlie challenge of changing systems and processes simultaneously, which created greater learning requirements.”
Quote in the paperSubstantial claim - Findingown data
Both the piecemeal and concerted groups experienced the need to implement new systems and new processes simultaneously.
“In summary, although the two groups had outlined very different approaches to implementing an ERP, both groups experienced the need to implement new systems and new processes simultaneously.”
Quote in the paperSubstantial claim - Findingown data
Firms using an incremental strategy used different tactics: implementing in one site at a time, limiting the initial number of modules to implement, using parallel systems, and upgrading the package in small increments.
“Firms using an incremental strategy used different tactics: implemenfing in one site at a time, limiting the initial number of modules to implement, using parallel systems, and upgrading the package in small increments.”
Quote in the paperNot a substantial claim - Findingown data
Both groups experienced the need to focus attention at different points in time to either, rather than both, the technical and organizational challenges.
“Both groups also experienced the need to focus attention at different points in time to either, rather than both, the technical and organizational challenges.”
Quote in the paperSubstantial claim - Findingnone given
Firms adopting a concerted approach to ERP implementation sought to change their business processes while they were implementing ERP.
“Firms adopting a concerted approach to ERP implementation sought to change their business processes while they were implementing ERP.”
Quote in the paperSubstantial claim - Findingown data
There was no evidence that the more realistic view of the concerted approach led to greater success in overcoming knowledge barriers.
“We found no evidence, however, that the more realistic view of tlie concerted approach led to greater success in overcoming knowledge barriers.”
Quote in the paperSubstantial claim - Findingreasoning
The distinctions between the piecemeal and concerted approaches to implementing ERP were more apparent in their stated philosophies than in their implementation practices.
“Consequently, the distinctions between the piecemeal and concerted approaches to implementing ERP were more apparent in their stated philosophies than in their implementation practices.”
Quote in the paperSubstantial claim - Findingown data
The different reasons for implementing an ERP did not appear to result in different implementation processes or outcomes.
“The different reasons for implementing an ERP did not appear to result ih different implementation processes or outcomes.”
Quote in the paperSubstantial claim - Findingreasoning
Core teams that stayed together and were motivated by incentives to finish the project were very instrumental to overcoming knowledge barriers erected by unmotivated users.
“Core teams that stayed together and were motivated by incentives to finish the project were very instrumental to overcoming knowledge barriers erected by unmotivated users.”
Quote in the paperSubstantial claim - Findingown data
No clear relationship was seen between the motivation for pursuing ERP and the processes used or the outcomes realized.
“However, no clear relationship was seen between the motivation for pursuing ERP and the processes used or the outcomes realized.”
Quote in the paperSubstantial claim - Findingown data
To deal with the knowledge barriers connected with ERP configuration, firms used core teams and consultants.
“To deal with the knowledge barriers connected with ERP configuration, they used core teams and consultants.”
Quote in the paperNot a substantial claim - Findingown data
The firms in the sample used a combination of means to overcome knowledge barriers associated with ERP implementation.
“The firms in our sample used a combination of means to overcome knowledge barriers associated with ERP implementation.”
Quote in the paperSubstantial claim - Findingown data
To overcome knowledge barriers associated with the assimilation of new work processes, firms relied on formal training and incremental pacing.
“To overcome knowledge barriers associated with the assimilation of new work processes, firms relied on formal training and incremental pacing.”
Quote in the paperSubstantial claim - Interpretationown data
Where companies invested wisely in training and adopted an incremental approach to organizational change, they dealt more successfully with assimilation of their ERP.
“Where they invested wisely in training and adopted an incremental approach to organizational change, they dealt more successfully with the assimilation of their ERP.”
Quote in the paperSubstantial claim - Interpretationown data
Where companies supported the core implementation team and managed consultant relationships well, they succeeded in overcoming configuration knowledge barriers.
“Where companies supported the core implementation team and managed their relationships with consultants well, they succeeded in overcoming knowledge barriers related to the configuration of ERP software.”
Quote in the paperSubstantial claim - Interpretationreasoning
Firms seeking the piecemeal approach were unable to execute it as they imagined.
“Thus, firms seeking the piecemeal approach were unable to execute it as they imagined.”
Quote in the paperSubstantial claim - Interpretationreasoning
ERP systems typically require organizations to replace large portions of what they know, not only about technical infrastructures but also about business processes.
“ERP systems typically require orgamzations to replace large portions of what they know, not only about technical mfrastructures but also about business processes.”
Quote in the paperSubstantial claim- Rests on an assumption: ERP systems typically require organizations to replace large portions of what they know, not only about technical infrastructures but also about business processes.
- Interpretationown data
Taken as a whole, the findings support the idea of a basic dialectic of learning during ERP implementation.
“Taken as a whole, our findings support the idea of a basic dialectic of learning during ERP implementation.”
Quote in the paperSubstantial claim - Interpretationreasoning
Any particular ERP implementation project would be expected to manifest forces promoting change and forces opposing change.
“Rather, any particiilar implementation project would be expected to manifest forces promoting change and forces opposing change.”
Quote in the paperSubstantial claim - Interpretationreasoning
The piecemeal firms' learning process is spread over a much longer time period than the firms within the concerted change group, who chose to tackle both system and processes simultaneously.
“Therefore, their learning process is spread over a much longer time penod than the firms within the concerted change group, who chose to tackle both system and processes simuhaneously.”
Quote in the paperSubstantial claim - Interpretationreasoning
Having expended effort to overcome the configuration knowledge barriers, piecemeal firms may not have had sufficient resources left to overcome the more formidable barriers associated with user acceptance.
“Having expended effort to overcome the configuration knowledge bamers, these firms may not have had sufficient resources left to overcome the more formidable barriers associated with user acceptance.”
Quote in the paperSubstantial claim - Interpretationreasoning
Firms pursuing a concerted change approach appear to be more realistic with respect to the demands of ERP implementation.
“However, firms pursuing a concerted change approach appear to be more realistic with respect to the demands of ERP implementation.”
Quote in the paperSubstantial claim - Interpretationreasoning
Implementing new systems and/or processes can thus be described and understood as a dialectic of learning.
“Implementing new systems and/or processes can thus be described and understood as a dialectic of learning.”
Quote in the paperSubstantial claim - Interpretationreasoning
Where older processes are deeply ingrained into organizational memory, they represent formidable barriers to the implementation of new knowledge associated with ERP.
“Where older processes are deeply ingrained into organizational memory, they represent formidable barriers to the implementation of new knowledge associated with ERP.”
Quote in the paperSubstantial claim - Interpretationnone given
The research highlights two categories of knowledge barriers that firms are likely to encounter: configuration and assimilation knowledge barriers.
“It highlights two categories of knowledge bamers that firms are likely to encounter: configuration and assimilation knowledge bamers.”
Quote in the paperSubstantial claim - Interpretationreasoning
ERP consequences become largely indeterminate in a dialectic analysis.
“Rather than being determined by antecedent conditions, ERP consequences become largely indeterminate in a dialectic analysis.”
Quote in the paperSubstantial claim - Interpretationreasoning
Concerted firms took on a more ambitious task than piecemeal firms.
“In attempting to change systems and reengineer business processes simultaneously, the concerted firms took on a more ambitious task than that of the piecemeal firms.”
Quote in the paperNot a substantial claim - Interpretationown data
The most fundamental dialectic occurs between the old knowledge embedded in business processes and practices associated with legacy systems and the new business processes and practices that ERP is designed to support.
“The most liindamental dialectic occurs between, on the one hand, the old knowledge embedded in business processes and practices associated with legacy systems and, on the other hand, the new business processes and practices that ERP is designed to support.”
Quote in the paperSubstantial claim - Study design and conductnone given
The research sample consists of 13 North American manufacturing firms or divisions that had implemented one of four major ERP packages.
“The research sample consists of 13 North American manufacturing tlrms or divisions that had implemented one of four major ERP packages.”
Quote in the paperSubstantial claim - Interpretationreasoning
In deferring learning, piecemeal firms also deferred much of the benefit they expected to generate from their ERPs.
“In deferring the learning, however, these firms also deferred much of the benefit they expected to generate from their ERPs.”
Quote in the paperSubstantial claim - Interpretationreasoning
Effective use of consulting requires a firm to remain in control of the consultant-client relationship.
“However, effective use of consulting requires a firm to remain in control of the consultant-client relationship.”
Quote in the paperSubstantial claim- Rests on an assumption: ERP technology is so new and complex that it is difficult for a company to embark on an ERP implementation without external knowledge.
- Interpretationreasoning
Using dialectics, researchers are not tied to a preordained sequence of developmental stages such as those represented in a life cycle model.
“Using dialectics, researchers are not tied to a preordained sequence of developmental stages such as those represented in a life cycle model.”
Quote in the paperSubstantial claim - Interpretationreasoning
By leaving the design of potentially integrative changes such as supply chain management at the discretion of the business units, ContainerCo faced significant future issues.
“By leaving the design of potentially integrative changes such as supply chain management at the discretion of the business units, ContainerCo faced significant fiiture issues.”
Quote in the paperNot a substantial claim - Interpretationreasoning
ERP implementations challenge established assumptions about the role of IT and how it is implemented.
“In addition, ERP implementations challenge established assumptions about the role of IT and how it is implemented.”
Quote in the paperSubstantial claim - Interpretationreasoning
To adjust to such new demands, a large amount of organizational learning must take place.
“To adjust to such new demands, clearly a large amount of orgamzational learning must take place.”
Quote in the paperSubstantial claim - Interpretationreasoning
Core teams acted as the primary force promoting change in the dialectic process of learning.
“Core teams acted as the primary force promoting change in the dialectic process of learning.”
Quote in the paperSubstantial claim
- May combine two claims. 30
- Classified as probably not a substantial claim. 12
- The quote only partly states this claim. 2
May combine two claims.
Findingown dataObserved ERP implementation approaches were piecemeal and concerted.
“We also observed different ERP implementation approaches: piecemeal and concerted.”
Quote in the paperSubstantial claimMay combine two claims.
Findingown dataRespondents described a mixture of positive and negative impacts, but most said it was too early to tell ultimate benefits.
“Respondents described a mixture of positive and negative impacts resulting from their ERP implementation, but most said that it was “too early to tell” what ultimate benefits might result.”
Quote in the paperNot a substantial claimMay combine two claims.
Findingown dataIn less successful cases, companies either depended too little on consulting advice or became over dependent.
“In the less successfiil cases, companies either depended too little on consulting advice or became over dependent.”
Quote in the paperSubstantial claimMay combine two claims.
Findingown dataNegative outcomes included data inaccuracy, loss of reporting capabilities, resistance by users, strained customer relationships, and loss of skilled people.
“Negative outcomes included problems of data inaccuracy, loss of reporting capabilities, resistance by users, strained relationships with customers, and loss of skilled people.”
Quote in the paperNot a substantial claimMay combine two claims.
Findingown dataPerformance improvements included greater efficiency within supply chains, improved financial accounting, greater data visibility and analysis capability, and more process-centered thinking.
“Performance improvements included greater efficiency within supply chains, improved financial accounting, greater data visibility and analysis capability, and more process-centered thinking.”
Quote in the paperNot a substantial claimMay combine two claims.
Findingown dataEquipCo attempted to circumvent process change by customizing and changing program code to make the system fit its existing processes and experienced extraordinary technological problems as a result.
“The one firm (EquipCo) that attempted to circumvent process change by customizing and changing program code to make the system fit its existing processes experienced extraordinary technological problems as a result of its modifications.”
Quote in the paperSubstantial claimMay combine two claims.
Findingnone givenFirms that were less successful in the management of their consultant relationships made one of two mistakes: they were either too dependent on consultants' advice or they distrusted them.
“Firms that were less successful in the management of their consultant relationships made one of two mistakes: they were either too dependent on consultants' advice or they distrusted them.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
Findingown dataAt PharmaCo, a respondent estimated that it could take about three years to get full knowledge of the software.
“one respondent from PharmaCo estimated that it could take about tliree years to get ftill knowledge of the software”
Quote in the paperNot a substantial claimMay combine two claims.
Findingnone givenFirms differ in their implementation approach, some choosing a piecemeal approach and others a concerted approach.
“Moreover, firms differ in their implementation approach, some choosing a piecemeal approach and others a concerted approach.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.
FindingreasoningAlthough standard business processes were part of the corporate model for the first ERP implementation, fears were that divisions would modify their individual processes later.
“Although standard business processes were part of the corporate model for the first ERP implementation, fears were that divisions would modify their individual processes later.”
Quote in the paperNot a substantial claimMay combine two claims.
Findingown dataThe processes designed into EquipCo's system failed to leverage the capabilities of the ERP and severely limited the firm's ability to use the data effectively.
“In addition, it was clear that the processes that had been designed into the system failed to leverage the capabilities of the ERP and severely limited the firm's ability to use the data effectively.”
Quote in the paperSubstantial claimMay combine two claims.
Findingown dataContainerCo actually implemented its ERP modules into traditional functional departments, foregoing the advantages potentially associated with process integration.
“However, ContainerCo actually implemented its ERP modules into traditional fiinctional departments, foregoing the advantages potentially associated with process integration.”
Quote in the paperNot a substantial claimMay combine two claims.
Findingown dataThe most successful firms in the sample limited their dependence on external consultants and took measures to ensure the transfer of external knowledge to the organization.
“However, the most successful firms in our sample limited their dependence on external consultants and took measures to ensure the transfer of external knowledge to the organization.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.
Findingown dataERP was regarded as dismantling not only existing business processes but also the understanding of how work ought to be structured.
“ERP was regarded as dismantling not only existing business processes but also the understanding of how work ought to be structured.”
Quote in the paperNot a substantial claimMay combine two claims.
FindingreasoningAlthough the piecemeal approach was adopted to separate the two types of learning requirements, vanilla versions required some business processes to change immediately.
“Although this approach was adopted to separate the two types of leaming requirements, vanilla versions required some business processes to change immediately.”
Quote in the paperSubstantial claimMay combine two claims.
FindingcitationFirms adopting either approach also faced a future with ERP upgrades and new software releases, and few firms regarded their implementation as complete simply because the installed version was working.
“Moreover, firms adopting either approach also faced a future with ERP upgrades and new software releases (Glass, 1998), and few firms regarded their implementation as “complete” simply because the installed version was working.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Glass, 1998 source
May combine two claims.
FindingcitationAlthough the concerted approach increased the learning challenge, these firms were more likely to report full transformations rather than wait for the future.
“Although this increased the learning challenge, these tlrms were more likely to report fiill transformations rather than wait for the lliture.”
Quote in the paperSubstantial claimClassified as probably not a substantial claim. The quote only partly states this claim.
Findingown dataMany respondents were candidly doubtful that the business changes would indeed follow the ERP implementation, citing the resistant organizational cultures out in the operating divisions.
“Many respondents were candidly doubtful that the business changes would indeed follow the BRP implementation, citing the resistant organizational cultures out in the operating divisions.”
Quote in the paperSubstantial claimThe quote only partly states this claim.
Findingown dataAccording to respondents, ERP implementation challenged established knowledge in two ways.
“According to respondents, BRP implementation challenged established knowledge in two ways.”
Quote in the paperSubstantial claimMay combine two claims.
FindingreasoningCore teams became a key repository of new knowledge and helped to distribute knowledge throughout organizations as they came into contact with user areas.
“Not only did core teams become a key repository of new knowledge, but they also helped to distribute knowledge throughout organizations as they carne into contact with user areas.”
Quote in the paperSubstantial claimMay combine two claims.
Findingnone givenWhereas most firms had once built information systems around the requirements of their existing operational processes, most were concluding that big packages sometimes demanded that business processes adapt to assumptions built into the software.
“Whereas most firms had once built information systems around the requirements of their existing operational processes, most were concluding that big packages sometimes demanded that business processes adapt to assumptions built into the software.”
Quote in the paperSubstantial claimMay combine two claims.
Findingown dataRespondents described organizational forces that promoted learning about new systems and processes as well as forces that sought to maintain the status quo.
“In summary, respondents descnbed organizational forces that promoted leammg about new systems and processes as well as forces that sought to maintain the status quo.”
Quote in the paperSubstantial claimMay combine two claims.
Findingnone givenThe effectiveness of core teams depended on their size, representation, and their ability to avoid turnover of key members.
“The effectiveness of core teams depended on their size, representation, and their ability to avoid turnover of key members.”
Quote in the paperSubstantial claimClassified as probably not a substantial claim.
PremisecitationPast research has revealed that changes induced by information technology are often resisted, unanticipated, or contradictory.
“Because past research has revealed that changes induced by mformation technology are often resisted, unanticipated, or contradictory, a theory embedding a motor that acknowledges the opposing forces contnbuting to change promises useful analytical power (Robey and Boudreau, 1999).”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Robey and Boudreau, 1999 source
Probably not a substantial claim: may not pass S3 (load-bearing).
Premiseown dataERP systems required working more cross-functionally than before because of their integrated design.
“For example, ERP systems required working more cross-fiinctionally than before simply because of their integrated design.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
InterpretationreasoningThese statements indicate the presence of barriers that require substantial efforts to overcome.
“Clearly, these statements indicate the presence of barriers that require substantial efforts to overcome.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationreasoningConcerted change is practically forced upon most firms by virtue of ERP's integrated nature; old business processes simply cannot be performed on new software.
“Concerted change is practically forced upon most firms by virtue of ERP's integrated nature; old business processes simply cannot be performed on new software.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing), S4 (based).
Premisenone givenBecause ERP technology is so new and complex, it is difficult for a company to embark on such an endeavor without external knowledge.
“Because HRP technology is so new and complex, it is difficult for a company to embark on such an endeavor without external knowledge.”
Quote in the paperNot a substantial claim- Rests on an assumption: ERP technology is so new and complex that it is difficult for a company to embark on an ERP implementation without external knowledge.
May combine two claims.
InterpretationreasoningERP tends to be associated with integrated, process-centered models of organization, and moving successfully toward such newer business and organizational models requires substantial learning.
“ERP tends to be associated with integrated, process-centered models of organization, and moving successtlilly toward such newer business and organizational models requires substantial learning.”
Quote in the paperSubstantial claim- Rests on an assumption: ERP tends to be associated with integrated, process-centered models of organization.
Probably not a substantial claim: may not pass S3 (load-bearing).
PremisecitationResearchers agree that organizational factors are most critical to successful ERP implementation.
“Despite the significant technical challenges posed by ERP, researchers agree that organizational factors are most critical to successful ERP implementation (Constantinos, 1999).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Constantinos, 1999
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
May combine two claims.
InterpretationreasoningThe concerted group of firms was more realistic in acknowledging the tight coupling between technology and organizational change, while many firms in the piecemeal group appeared naive in their expectation that they could easily defer attention to business process changes.
“We concluded that the concerted group of firms was more realistic in acknowledging the tight coupling between technology and organizational change, while many firms in the piecemeal group appeared naive in their expectation that they could easily defer attention to business process changes.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.
Interpretationnone givenERP solutions removed some functionality associated with legacy systems, but that may have been desirable for firms seeking greater integration.
“Certainly, ERP solutions removed some fiinctionality associated with legacy systems, but that may have been desirable for firms seeking greater integration.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationreasoningFirms in the piecemeal ERP group had not simply deferred part of their task to the future; in some cases they may have increased the total learning challenge as a result of this approach.
“Thus, firms in the piecemeal ERP group had not simply deferred part of their task to the ftiture; in some cases they may have increased the total learning challenge as a result of this approach.”
Quote in the paperSubstantial claimMay combine two claims.
Interpretationnone givenAssimilation challenges demand intensive employee education and appear to be more effective with incremental implementation plans.
“The assimilation challenges demand intensive employee education and appear to be more effective with incremental implementation plans.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S2 (checkable). May combine two claims.
InterpretationreasoningConfiguration challenges demand a core team that is carefully selected, motivated with incentives, and empowered to act, as well as an effectively managed consulting relationship.
“The configuration challenges demand a core team that is carefully selected, motivated with incentives, and empowered to act, as well as an effectively managed consulting relationship.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationreasoningThese findings imply that firms implementing ERP may not have the luxury to proceed in piecemeal fashion, even though many of them tried.
“These findings imply that firms implementing ERP may not have the luxury to proceed m piecemeal fashion, even though many of them tned.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
Study design and conductown dataThe paper's use of learning constructs was drawn directly from the interview notes, which contained numerous references to learning, learning curves, and knowledge.
“Rather, our use of learning constructs was drawn directly from the interview notes, which contained numerous references to learning, learning curves, and knowledge.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationreasoningLearning was not concentrated at the individual level; the structures and processes of entire divisions needed to change, and references to cultural change captured the scope of the learning required at the organizational level.
“Rather, the structures and processes of entire divisions needed to change, and references to cultural change captured the scope of the learning required at the organizational level.”
Quote in the paperSubstantial claimMay combine two claims.
InterpretationreasoningCaches of organizational memory formerly guarded by division managers become transparent in the world of ERP, and enduring assumptions about responsibility, accountability, and shared understandings about what it takes to succeed are all challenged.
“Caches of organizational memory formerly guarded by division managers become transparent in the world of ERP, and enduring assumptions about responsibility, accountability, and the shared understandings about what it takes to succeed are all challenged.”
Quote in the paperSubstantial claim
The paper relies on this without support.
ERP software packages are prepackaged and allow customization only through configuration tables that reflect business rules.
“First, the software was prepackaged, allowmg for customizahon only through tables that the firm could configure m order to reflect its business rules.”
The paper relies on this without support.
Replacing legacy systems with ERP disrupts processes built on those systems and replaces them with more standardized, crossfunctional processes.
“Second, as firms replaced existing legacy systems with an ERP, they disrupted the processes that were built on those systems and replaced them with more standardized, crossftanctional processes.”
The paper relies on this without support.
ERP tends to be associated with integrated, process-centered models of organization.
“ERP tends to be associated with integrated, process-centered models of organization”
The paper relies on this without support.
ERP systems typically require organizations to replace large portions of what they know, not only about technical infrastructures but also about business processes.
“ERP systems typically require orgamzations to replace large portions of what they know, not only about technical mfrastructures but also about business processes.”
The paper relies on this without support.
ERP technology is so new and complex that it is difficult for a company to embark on an ERP implementation without external knowledge.
“Because HRP technology is so new and complex, it is difficult for a company to embark on such an endeavor without external knowledge.”
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
ES implementations comprise an extensive redesign of business processes and the deployment of new software to support the new business processes.
“ES implementations comprise two main parts—an extensive redesign of business processes and the deployment of new software to support the new business processes (Morris and Venkatesh 2010; Robey et al. 2002).”
From Enterprise System Implementation and Employee Job Performance: Understanding the Role of Advice Networks1 (2014) · cites this paper as Robey et al. 2002
Section 4.3.2 describes firms that redesigned processes while implementing ERP software, supporting the two-part description for a concerted approach. But it also reports eight firms that implemented ERP before or apart from process reengineering and intended to defer redesign, so extensive redesign was not part of every implementation. (LLM, conf=0.88)
Experimental — accuracy not yet measuredDespite a large body of ERP research literature from a number of different perspectives, there is not an adequate understanding and explanation about how and why these varying outcomes occur.
“Despite a large body of ERP research literature from a number of different perspectives, there is not an adequate understanding and explanation about how and why these varying outcomes occur.”
From An Explanatory Framework for Achieving Business Benefits from ERP Systems (2012) · cites this paper as Robey, Ross, & Boudreau's (2002)
Section 2.1 says ERP impact studies report mixed outcomes and offer little theoretical explanation of how and why those outcomes occur. The prior-research discussion also says studies have taken both variance and process approaches. However, the Introduction says academic ERP research had only begun to appear, rather than describing a large body of research literature. (LLM, conf=0.86)
Experimental — accuracy not yet measuredA new ES introduces uncertainty in the work environment in the transition period and often results in realignments of business processes and work unit interdependencies.
“A new ES introduces uncertainty in the work environment in the transition period (Kolodny et al. 1996) and often results in realignments of business processes and work unit interdependencies (Robey et al. 2002).”
From Enterprise System Implementation and Employee Job Performance: Understanding the Role of Advice Networks1 (2014) · cites this paper as Robey et al. 2002
An ES implementation comes with changes to business processes and the introduction of new software applications.
“As noted earlier, an ES implementation comes with changes to business processes and the introduction of new software applications (Davenport 2000; Robey et al. 2002; Ross and Vitale 2000).”
From Enterprise System Implementation and Employee Job Performance: Understanding the Role of Advice Networks1 (2014) · cites this paper as Robey et al. 2002
Most studies to date have concentrated on description rather than explanation.
“Robey, Ross, & Boudreau's (2002) contention that most studies to date have concentrated on description rather than explanation still applies.”
From An Explanatory Framework for Achieving Business Benefits from ERP Systems (2012) · cites this paper as Robey, Ross, & Boudreau's (2002)
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BackgroundUnpacking the Difference Between Digital Transformation and IT-Enabled Organizational Transformation
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“Several IS work practice changes that entail learning how to use new ICTs (Boudreau & Robey, 2005; Robey, Ross, & Boudreau, 2002; Robey & Sahay, 1996) and strike balances between contradictory tensions associated with IT (Gregory et al., 2015) have been found to be linked with organizational…”
BackgroundAntecedents of Knowledge Transfer from Consultants to Clients in Enterprise System Implementations1
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“, 2002) while others have focused on user training (Robey et al., 2002; Bingi et al., 1999; Kumar et al., 2002; Mandal and Gunasekaran, 2003; Trimmer et al., 2002).”
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“A different approach would be to change the domain so that it more faithfully reflects the system (e.g., by creating and implementing new work practices required by an ERP system) (Robey et al. 2001).”
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“ERP system implementations typically involve an extensive redesign of business processes and the deployment of new software to support those new business processes (Robey et al. 2002; Ross and Vitale 2000).”
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“At first, they use a small number of system functions; but over time, they will find additional useful features (Robey et al., 2002).”
Contradictions, Dialectics, and Paradoxes in Organizations: A Constitutive Approach
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“Robey et al. (2002) argue that successful implementation of complex information systems (such as ERP) is contingent on effective interactions between IS and other functional areas.”
BackgroundEnterprise systems and ongoing process change
Davenport, T. H., Harris, J. G., & Cantrell, S. (2004) · Business Process Management Journal · doi:10.1108/14637150410518301 · Cited by 354 · see citing works
“In part, this may be due to the fact that many firms defer process change until after implementation (Robey et al., 2002).”
BackgroundCritical factors for successful ERP implementation: Exploratory findings from four case studies
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“[60] report on a comparative case study of 13 industrial firms that implemented an ERP system.”
BackgroundERP implementation failures in China: Case studies with implications for ERP vendors
Xue, Y., Liang, H., Boulton, W. R., & Snyder, C. A. (2004) · International Journal of Production Economics · doi:10.1016/j.ijpe.2004.07.008 · Cited by 351 · see citing works
“The impact of cultural issues on ERP implementation has attracted considerable attention from IS researchers (Davison, 2002; Robey et al., 2002; Soh et al., 2000; Zhang et al., 2003).”
BackgroundUnderstanding success and failure in customer relationship management
King, S. F., & Burgess, T. F. (2007) · Industrial Marketing Management · doi:10.1016/j.indmarman.2007.02.005 · Cited by 331 · see citing works
Enterprise Resource Planning (ERP): a review of the literature
Moon, Y. B. (2007) · International Journal of Management and Enterprise Development · doi:10.1504/ijmed.2007.012679 · Cited by 328 · see citing works
The Impact of ERP Implementation on Business Process Outcomes: A Factor-Based Study
Karim, J., Somers, T. M., & Bhattacherjee, A. (2007) · Journal of Management Information Systems · doi:10.2753/mis0742-1222240103 · Cited by 329 · see citing works
“Tornatzky [32]; Gable [41]; Gupta [45]; Robey et al. [ 74 ]; Ross [77]; Slater [85]; Umble et al. [96] THE IMPACT OF ERP IMPLEMENTATION ON BUSINESS PROCESS OUTCOMES 107”
BackgroundBuckman, A. H., Mayfield, M., & Beck, S. B. M. (2014) · Smart and Sustainable Built Environment · doi:10.1108/sasbe-01-2014-0003 · Cited by 318 · see citing works
“Enterprise in the context of non-domestic buildings consists of a combination of hardware and/or software used to overcome fragmented, non-compatible, non-proprietary legacy systems (Robey et al., 2002) in order to allow the building operation to be optimised towards the building function.”
Exploring knowledge sharing in ERP implementation: an organizational culture framework
Jones, M. C., Cline, M. K., & Ryan, S. D. (2004) · Decision Support Systems · doi:10.1016/j.dss.2004.06.017 · Cited by 317 · see citing works
Taking industry seriously in information systems research
Chiasson, M. W., & Davidson, E. (2005) · Journal of the Association for Information Systems · doi:10.5555/2017274.2017276 · Cited by 311 · see citing works
Paradoxes and the Nature of Ambidexterity in IT Transformation Programs
Gregory, R. W., Keil, M., Muntermann, J., & Mähring, M. (2015) · Information Systems Research · doi:10.1287/isre.2014.0554 · Cited by 297 · see citing works
The role of readiness for change in ERP implementation: Theoretical bases and empirical validation
Kwahk, K.-Y., & Lee, J.-N. (2008) · Information & Management · doi:10.1016/j.im.2008.07.002 · Cited by 290 · see citing works
“ERP systems, because users must overcome knowledge barriers and rid themselves of what was the previous operation [27].”
BackgroundSharma, R., & Yetton, P. (2007) · MIS Quarterly · doi:10.2307/25148789 · Cited by 285 · see citing works
Assessing risk in ERP projects: identify and prioritize the factors
Huang, S., Chang, I.-C., Li, S., & Lin, M.-T. (2004) · Industrial Management & Data Systems · doi:10.1108/02635570410561672 · Cited by 285 · see citing works
Enterprise Information Systems as Objects and Carriers of Institutional Forces: The New Iron Cage?
Gosain, S. (2004) · Journal of the Association for Information Systems · doi:10.17705/1jais.00049 · Cited by 270 · see citing works
“Implementing such enterprise technologies has been a source of great challenge for enterprises, resulting in a high incidence of failure (cf. Bingi, Sharma and Godla, 1999; Robey, Ross and Boudreau, 2002).”
BackgroundInfluentialMorton, N. A., & Hu, Q. (2008) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2008.01.008 · Cited by 271 · see citing works
A multi-project model of key factors affecting organizational benefits from enterprise systems
(2010) · MIS Quarterly · doi:10.5555/2017458.2017464 · Cited by 259 · see citing works
The Role of Information Systems Resources in ERP Capability Building and Business Process Outcomes
Karimi, J., Somers, T. M., & Bhattacherjee, A. (2007) · Journal of Management Information Systems · doi:10.2753/mis0742-1222240209 · Cited by 258 · see citing works
Analyzing ICT adoption and use effects on knowledge creation: An empirical investigation in SMEs
López‐Nicolás, C., & Soto‐Acosta, P. (2010) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2010.03.004 · Cited by 255 · see citing works
An Exploration of Organizational Level Information Systems Discontinuance Intentions1
Furneaux, B., & Wade (2011) · MIS Quarterly · doi:10.2307/23042797 · Cited by 245 · see citing works
“8 percent of an organization’s annual revenue (Beatty and Williams 2006; Robey et al. 2002).”
BackgroundCapturing Bottom-Up Information Technology Use Processes: A Complex Adaptive Systems Model1
Nan, N. (2011) · MIS Quarterly · doi:10.2307/23044054 · Cited by 229 · see citing works
Bala, H., & Venkatesh, V. (2015) · Management Science · doi:10.1287/mnsc.2014.2111 · Cited by 235 · see citing works
“Robey et al. (2002) found that, instead of learning the new D ow nl oa de d fr om in fo rm s.”
BackgroundResultInfluentialA Framework for Evaluating ERP Implementation Choices
Luo, W., & Strong, D. M. (2004) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2004.830862 · Cited by 226 · see citing works
“Any successful ERP implementation requires a fit between the ERP system and the organizational processes it supports [13], [14].”
BackgroundAn Empirical Investigation on End-Users' Acceptance of Enterprise Systems
Nah, F. F., Tan, X., & Teh, S. E. (2004) · Information Resources Management Journal · doi:10.4018/irmj.2004070103 · Cited by 222 · see citing works
The influence of organizational factors on successful ERP implementation
Dezdar, S., & Ainin, S. (2011) · Management Decision · doi:10.1108/00251741111143603 · Cited by 265 · see citing works
Enterprise resource planning: Developments and directions for operations management research
Jacobs, F. R., & Bendoly, E. (2002) · European Journal of Operational Research · doi:10.1016/s0377-2217(02)00546-5 · Cited by 216 · see citing works
“Swanson 1999, Hirt and Swanson 2001, Robey et al. 2001 ).”
BackgroundSykes, T. A., Venkatesh, V., & Johnson, J. L. (2014) · MIS Quarterly · doi:10.25300/misq/2014/38.1.03 · Cited by 210 · see citing works
“As noted earlier, an ES implementation comes with changes to business processes and the introduction of new software applications (Davenport 2000; Robey et al. 2002; Ross and Vitale 2000).”
MethodTaking Industry Seriously in Information Systems Research1
Haskayne, M. W. C., & Davidson, E. (2005) · MIS Quarterly · doi:10.2307/25148701 · Cited by 242 · see citing works
Arvidsson, V., Holmström, J., & Lyytinen, K. (2014) · The Journal of Strategic Information Systems · doi:10.1016/j.jsis.2014.01.004 · Cited by 213 · see citing works
“As a result of the unanticipated ways in which IT becomes appropriated in local practice (Barley, 1986; Orlikowski, 2000, 1992), however, not even an otherwise successful implementation of a strategically aligned system can ensure that strategic intents materialize (e.g. Robey et al., 2002).”
BackgroundInfluentialWagner, E. L., & Newell, S. (2004) · The Journal of Strategic Information Systems · doi:10.1016/j.jsis.2004.11.002 · Cited by 207 · see citing works
Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use
Hsieh, J. J. P.-A., Rai, A., & Xu, S. X. (2011) · Management Science · doi:10.1287/mnsc.1110.1398 · Cited by 203 · see citing works
“…for explaining adoption behaviors, IS scholars have recommended studying post-adoptive behaviors through a learning lens, which points to the importance of sensemaking (Robey et al. 2002, Saga and Zmud 1994, Jasperson et al. 2005, Boudreau and Selig-man 2005). informational cues for sensemaking.”
BackgroundMethodInfluentialERP implementation at SMEs: analysis of five Canadian cases
Snider, B., da Silveira, G. D., & Balakrishnan, J. (2009) · International Journal of Operations & Production Management · doi:10.1108/01443570910925343 · Cited by 224 · see citing works
“Our update excludes some additional recent studies that have either focused on a few particular CSFs, e.g. Robey et al. (2002), or developed theoretical frameworks based on a more limited number of sources, e.g. Akkermans and van Helden (2002).”
BackgroundERP systems as an enabler of sustained business process innovation: A knowledge-based view
Srivardhana, T., & Pawlowski, S. D. (2007) · The Journal of Strategic Information Systems · doi:10.1016/j.jsis.2007.01.003 · Cited by 192 · see citing works
Ferreira, J., Cardim, S., & Coelho, A. (2020) · Journal of the Knowledge Economy · doi:10.1007/s13132-020-00655-z · Cited by 234 · see citing works
A paradoxical perspective on technology renewal in digital transformation
Wimelius, H., Mathiassen, L., Holmström, J., & Keil, M. (2020) · Information Systems Journal · doi:10.1111/isj.12307 · Cited by 198 · see citing works
“Enterprise systems research has shown that implementing digital platforms requires organizations to simultaneously redesign technology, structures, processes and skills (Robey et al., 2002).”
BackgroundInfluentialNational differences and ERP implementation: issues and challenges
Sheu, C., Chae, B. K., & Yang, C. (2004) · Omega · doi:10.1016/j.omega.2004.02.001 · Cited by 179 · see citing works
“In contrast, CareM, like many US 9rms, took the “phase by module” approach in its implementation [6].”
BackgroundBeyond critical success factors: A dynamic model of enterprise system innovation
King, S. F., & Burgess, T. F. (2005) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2005.10.005 · Cited by 180 · see citing works
“…CSFs is as follows: vendor support (Robey, Ross, & Boudreau, 2002; Soh, Kien, & Tay-Yap, 2000; Swan, Newell, & Robertson, 1999), project management (Robey et al., 2002), package selection/customisation (Hong & Kim, 2002; Soh et al., 2000; Swan et al., 1999), project team competence (including…”
Understanding Project Survival in an ES Environment: A Sociomaterial Practice Perspective
Wagner, E. L., Newell, S., Piccoli, G., & de Manage, G. E. (2010) · Journal of the Association for Information Systems · doi:10.17705/1jais.00227 · Cited by 179 · see citing works
“In these cases, employees are likely to find other ways of accommodating their preferred practices, for example, by using shadow systems (Robey et al., 2002).”
BackgroundThe consistency among facilitating factors and ERP implementation success: A holistic view of fit
Wang, E. T. G., Shih, S.-P., Jiang, J. J., & Klein, G. L. (2007) · Journal of Systems and Software · doi:10.1016/j.jss.2007.11.722 · Cited by 177 · see citing works
Organizational adoption of enterprise resource planning systems: A conceptual framework
Başoğlu, N., Daim, T. U., & Kerimoglu, O. (2007) · The Journal of High Technology Management Research · doi:10.1016/j.hitech.2007.03.005 · Cited by 175 · see citing works
Carlo, J. L., Lyytinen, K., & Boland (2012) · MIS Quarterly · doi:10.2307/41703499 · Cited by 167 · see citing works
Sykes, T. A. (2015) · MIS Quarterly · doi:10.25300/misq/2015/39.2.09 · Cited by 171 · see citing works
Lu, X., Huang, L., & Heng, M. S. H. (2005) · Information & Management · doi:10.1016/j.im.2005.06.007 · Cited by 163 · see citing works
Bajwa, D. S., Garcia, J. E., & Mooney, T. (2004) · Journal of Computer Information Systems · doi:10.1080/08874417.2004.11647585 · Cited by 164 · see citing works
“For larger organizations, ERP assimilation price tag can run into tens and hundreds of millions of dollars (41).”
BackgroundCho, S., Mathiassen, L., & Nilsson, A. (2008) · European Journal of Information Systems · doi:10.1057/ejis.2008.49 · Cited by 161 · see citing works
“Moreover, as our main interest is related to change processes, we adopt an interpretive approach (Walsham, 1995; Walsham, 2006) based on dialectical epistemology (Van De Ven & Poole, 1995; Robey et al., 2002; Cho et al., 2007).”
BackgroundMethodPaolo Quattrone, A., & Hopper, T. (2006) · Information and Organization · doi:10.1016/j.infoandorg.2006.06.001 · Cited by 165 · see citing works
“To become operative SAP often requires considerable customization, ranging from simple reconfigurations to complete rewrites of sections of the software code – ABAP 10 (Kallinikos, 2004; Quattrone & Hopper, 2001, 2005; Robey et al., 2002).”
BackgroundMethodInfluentialEmployees' affective commitment to change: The key to successful CRM implementation
Shum, P., Bove, L., & Auh, S. (2008) · European Journal of Marketing · doi:10.1108/03090560810903709 · Cited by 159 · see citing works
Preparing for utility computing: The role of IT architecture and relationship management
Ross, J. W., & Westerman, G. F. (2004) · IBM Systems Journal · doi:10.1147/sj.431.0005 · Cited by 159 · see citing works
Self-citationMinding the Gaps: Understanding Technology Interdependence and Coordination in Knowledge Work
Bailey, D. E., Leonardi, P. M., & Chong, J. (2009) · Organization Science · doi:10.1287/orsc.1090.0473 · Cited by 158 · see citing works
“The modules and their interfaces are standardized and permit little modification (Robey et al. 2002).”
BackgroundThe creation of ‘best practice’ software: Myth, reality and ethics
Wagner, E. L., Scott, S., & Galliers, R. D. (2006) · Information and Organization · doi:10.1016/j.infoandorg.2006.04.001 · Cited by 155 · see citing works
“This has fuelled sales of ERP making it arguably the most popular business software of the last fifteen years ( Robey, Ross, & Boudreau, 2002 ).”
BackgroundBala, H., & Venkatesh, V. (2013) · MIS Quarterly · doi:10.25300/misq/2013/37.4.06 · Cited by 156 · see citing works
“Such rigidity prompts employees to attempt to workaround and/or improvise their work processes (Boudreau and Robey 2005; Robey et al. 2002; Soh et al. 2000, 2003).3 We define perceived process rigidity as the degree to which an employee believes that elements of his or her work processes (i.e.,…”
BackgroundInfluentialCritical Success Factors in International ERP Implementations: A Case Research Approach
Plant, R., & Willcocks, L. P. (2007) · Journal of Computer Information Systems · doi:10.1080/08874417.2007.11645967 · Cited by 156 · see citing works
“Failures and problems during implementation itself have been subjects of an extensive literature (33, 49, 52) and while”
Levina, N., & Vaast, E. (2006) · Journal of Management Information Systems · doi:10.2753/mis0742-1222220402 · Cited by 153 · see citing works
“In many situations, IT use in boundary-spanning relationships has brought about contradictory and unexpected consequences [48, 49].”
BackgroundDowling, C., & Leech, S. A. (2012) · Contemporary Accounting Research · doi:10.1111/1911-3846.12010 · Cited by 145 · see citing works
Critical success factors in enterprise resource planning systems
Shaul, L., & Tauber, D. (2013) · ACM Computing Surveys · doi:10.1145/2501654.2501669 · Cited by 155 · see citing works
“Continued Mabert et al. 2003 Strategic, Tactical, Managerial Mandal and Gunasekaran 2003 Strategic, Tactical Markus et al. 2000 Strategic, Tactical Marsh 2000 Strategic, Managerial, Cultural, SMEs Mathrani and Viehland 2010 Technological, Organizational, Managerial Motwani et al. 2008 Strategic, Cultural, Technologica…”
BackgroundInfluentialPanoptic empowerment and reflective conformity in enterprise systems-enabled organizations
Elmes, M. B., Strong, D. M., & Volkoff, O. (2005) · Information and Organization · doi:10.1016/j.infoandorg.2004.12.001 · Cited by 149 · see citing works
Punishment, Justice, and Compliance in Mandatory IT Settings
Xue, Y., Liang, H., & Wu, L. (2010) · Information Systems Research · doi:10.1287/isre.1090.0266 · Cited by 141 · see citing works
How Do Enterprise Resource Planning Systems Affect Firm Risk? Post-Implementation Impact
Tian, F., & Xu, S. (2015) · MIS Q. · doi:10.25300/misq/2015/39.1.03 · Cited by 145 · see citing works
User resistance determinants and the psychological contract in enterprise system implementations
Klaus, T., & Blanton, J. E. (2010) · European Journal of Information Systems · doi:10.1057/ejis.2010.39 · Cited by 140 · see citing works
“Successful ES implementations remain challenging as numerous articles report implementation catastrophes and implementations that have failed to provide projected benefits (i.e., Bingi et al ., 1999; Robey et al ., 2002).”
BackgroundDialectics of Resilience: A Multi–Level Analysis of a Telehealth Innovation
Cho, S., Mathiassen, L., & Robey, D. (2007) · Journal of Information Technology · doi:10.1057/palgrave.jit.2000088 · Cited by 136 · see citing works
“…is already established as a useful approach to IS research (Bjerknes, 1991; Mathiassen, 1998; Robey and Boudreau, 1999; Robey and Holmstrom, 2001; Robey et al ., 2002; Sabherwal and Newman, 2003) and to organization studies in general (Ford and Ford, 1994; Das and Teng, 2000; Rond and Bouchikhi,…”
InfluentialSelf-citationKe, W., Tan, C., Sia, C. L., & Wei, K. (2012) · Journal of Management Information Systems · doi:10.2753/mis0742-1222290308 · Cited by 133 · see citing works
Information Technology, Materiality, and Organizational Change: A Professional Odyssey
Robey, D., Anderson, C. S., Raymond, B., & Laval, U. (2013) · Journal of the Association for Information Systems · doi:10.17705/1jais.00337 · Cited by 131 · see citing works
Self-citationWei, H.-L., Wang, E. T. G., & Ju, P.-H. (2005) · European Journal of Information Systems · doi:10.1057/palgrave.ejis.3000547 · Cited by 155 · see citing works
“This study draws upon data from a case study to understand the misalignments of ERP adoption and the associated change dynamics from a stage view.”
BackgroundMethodInfluentialThe role of organizational knowledge management in successful ERP implementation projects
Vandaie, R. (2008) · Knowledge-Based Systems · doi:10.1016/j.knosys.2008.04.001 · Cited by 128 · see citing works
“integrated view of the organizational information by means of centralized databases and integrated business processes across the lines of different divisions and departments [9,23,19].”
BackgroundMethodInfluentialHsieh, P. J., Lin, B., & Lin, C. (2008) · Expert Systems with Applications · doi:10.1016/j.eswa.2008.03.005 · Cited by 126 · see citing works
Toward an ‘IT Conflict-Resistance Theory’: action research during IT pre-implementation
Meissonier, R., & Houzé, E. (2010) · European Journal of Information Systems · doi:10.1057/ejis.2010.35 · Cited by 125 · see citing works
“…with organisational processes (Hsiao-Lan et al., 2005) is all the more important, as problems in Management Information Systems (MIS) are more about the ability of users to understand how they must carry out their new tasks than about the ability of the firm to manage change (Robey et al., 2002).”
BackgroundUtilizing e‐business technologies in supply chains: The impact of firm characteristics and teams
Johnson, P. F., Klassen, R. D., Leenders, M. R., & Awaysheh, A. (2007) · Journal of Operations Management · doi:10.1016/j.jom.2007.01.005 · Cited by 126 · see citing works
“…recognizes the importance of using cross-functional teams as part of successful implementation and assimilation of new information technologies (Robey et al., 2002), and purchasing teams represent a common approach to managing activities within the supply chain to achieve internal and external…”
BackgroundStratman, J. K. (2007) · Journal of Operations Management · doi:10.1016/j.jom.2007.02.006 · Cited by 125 · see citing works
Davidson, E., & Chiasson, M. (2005) · European Journal of Information Systems · doi:10.1057/palgrave.ejis.3000518 · Cited by 125 · see citing works
“With specialized COTS projects, which present knowledge barriers for configuring and assimilating social and technical features (Robey et al ., 2002), TUM highlights possible issues with the effectiveness of external mediators, such as industry consultants who often play a large part in such…”
BackgroundInfluentialWagner, E. L., & Newell, S. (2007) · Journal of the Association for Information Systems · doi:10.17705/1jais.00142 · Cited by 123 · see citing works
“…ES implementations, facing user resistance and running significantly over budget or time-lines (e.g., Wagner and Newell, 2004; Sauer et al., 2001; Scott and Vessey, 2002), even when users participate in these projects in a variety of capacities (e.g., Parr and Shanks, 2000; Robey et al., 2002).”
BackgroundPost-implementation practices of ERP systems and their relationship to financial performance
Galy, E., & Sauceda, M. J. (2014) · Information & Management · doi:10.1016/j.im.2014.02.002 · Cited by 121 · see citing works
Making ERPs work: accountants and the introduction of ERP systems
Newman, M., & Westrup, C. (2005) · European Journal of Information Systems · doi:10.1057/palgrave.ejis.3000539 · Cited by 117 · see citing works
“Researchers have reported negative outcomes of multiple ERP projects in organisations such as FoxMeyer, Mobil Europe, Dell, Dow Chemical (Davenport, 1998), Siemens, Panasonic and Bruno Magli (Robey et al ., 2002).”
BackgroundEmployees’ Exploration of Complex Systems: An Integrative View
Liang, H., Peng, Z. C., Xue, Y., Guo, X., & Wang, N. (2015) · Journal of Management Information Systems · doi:10.1080/07421222.2015.1029402 · Cited by 119 · see citing works
“After finding new ways of using the system, employees are likely to apply these new ways in actual system usage to better perform job tasks [87].”
BackgroundLim, E. T. K., Pan, S. L., & Tan, C. W. (2005) · European Journal of Information Systems · doi:10.1057/palgrave.ejis.3000531 · Cited by 117 · see citing works
“From a technical perspective, the assimilation of ERP systems into firms’ operational functions will radically alter the work processes of the organization by restructuring the flow of communication and information (Laughlin, 1999; Ross, 1999b; Robey et al ., 2002; Staehr et al ., 2002).”
BackgroundConfigurations for Achieving Organizational Ambidexterity with Digitization
Park, Y., Pavlou, P. A., & Saraf, N. (2020) · Information Systems Research · doi:10.1287/isre.2020.0950 · Cited by 122 · see citing works
Information flows and business process integration
Berente, N., Vandenbosch, B., & Aubert, B. A. (2009) · Business Process Management Journal · doi:10.1108/14637150910931505 · Cited by 118 · see citing works
“Process integration is often cited as a key goal associated with the implementation of information technologies such as enterprise resource planning (ERP) (Markus et al., 2000; Al-Mashari, 2003; Robey et al., 2002), electronic data interchange (Mukhopadhyay and Kekre, 2002), or enterprise application integration (Koba…”
BackgroundInfluentialSasidharan, S., Santhanam, R., Brass, D. J., & Sambamurthy, V. (2011) · Information Systems Research · doi:10.1287/isre.1110.0388 · Cited by 114 · see citing works
“Reports have chronicled failures and difficulties at well-known corporations, such as FoxMeyer, Hershey Foods, Hewlett Packard, Boeing, and Siemens (Robey et al. 2002, Ross and Vitale 2000, Wang et al. 2006) and at large educational institutions (Brown and Vessey 2003, Gattiker and Goodhue 2005).”
BackgroundInfluentialEnterprise systems, knowledge transfer and power users
Volkoff, O., Elmes, M. B., & Strong, D. M. (2004) · The Journal of Strategic Information Systems · doi:10.1016/j.jsis.2004.11.004 · Cited by 114 · see citing works
- Authors
- Robey, D., Ross, J. W., & Boudreau, M.-C.
- Venue
- Journal of Management Information Systems
- Publisher
- Informa UK Limited
- Published
- 2002-07
- Volume
- 19
- Issue
- 1
- Pages
- 17-46
- ISSN
- 0742-1222 (ISSN-L)
- 1557-928X
- OpenAlex
- W2098925541
- Semantic Scholar
- 6236f012052e7f24bee1ee19997859f607d02d1e
- Cited by
- 1,023
- References
- 64
- Citations by year
- 2026: 5 · 2025: 6 · 2024: 11 · 2023: 16 · 2022: 18 · 2021: 15 · 2020: 20 · 2019: 36 · 2018: 25 · 2017: 37 · 2016: 45 · 2015: 65 · 2014: 62 · 2013: 80 · 2012: 59
- FWCI
- 83.70
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- Journal of Management Information Systems (publishedVersion)
- DSpace@MIT (Massachusetts Institute of Technology) (submittedVersion, cc-by-nc)
- Topics
- Social Sciences › Business, Management and Accounting › Management Information Systems › ERP Systems Implementation and Impact
- Social Sciences › Sociology and Political Science › Information Systems Theories and Implementation
- Social Sciences › Business, Management and Accounting › Management Information Systems › Information Technology Governance and Strategy
- Keywords
- enterprise resource planning, ERP implementation, organizational learning, knowledge barriers, ERP configuration, workflow changes, consulting relationships, user training, phased implementation, industrial enterprises
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