The DOI matches its Crossref record; 58 of the 64 references it cites were found in a registry or an index; none of the 3 sources its claims cite is checked for support yet.
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.
Overview
AI snapshot
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.
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Claims the paper makes
50 Own result · 33 Own interpretation · 24 No basis given · 2 No full text of the sources · 2 Own method · 1 Sources not found · 1 Not checked yet
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3 ERP Implementation Process
plainn = 2- Asserted: passes — The authors put it forward as true.
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- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > Abstract
plain- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Although ERP is often associated with radical change, our results suggest that user knowledge barriers were overcome more effectively when change was introduced incrementallv”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.1.2 Overcoming Assimilation Knowledge Barriers
hedgeddirect- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
plain- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The remaining five firms (ComputerCo, TextileCo, IndusCo, ContainerCo, and PharmaCo) pursued a concerted change approach, focusing on business process redesign along with ERP implementation.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
plain- Asserted: passes — The authors put it forward as true.
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The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“In the latter approach, both the technology and the process changes were tackled together.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > Abstract
plain- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3 ERP Implementation Process
plaindirect- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The learning challenges associated with each of these approaches were found to be different.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > Abstract
plaincorrelational- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Indeed, almost every case exhibited some combination of positive and negative outcomes, making our goal of assessing those outcomes difficult.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.2 Outcomes of ERP
plain- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The more successful companies consistently reported an effectively managed relationship with their consultants.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3 ERP Implementation Process
plaincorrelational- Asserted: passes — The authors put it forward as true.
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- It may state two separate claims as one. 30
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“We also observed different ERP implementation approaches: piecemeal and concerted.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > Abstract
plain- Asserted: passes — The authors put it forward as true.
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It may state two separate claims as one.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.2 Outcomes of ERP
plain- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In the less successfiil cases, companies either depended too little on consulting advice or became over dependent.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3 ERP Implementation Process
plaincorrelational- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Negative outcomes included problems of data inaccuracy, loss of reporting capabilities, resistance by users, strained relationships with customers, and loss of skilled people.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.2 Outcomes of ERP
plain- Asserted: passes — The authors put it forward as true.
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It may state two separate claims as one.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Performance improvements included greater efficiency within supply chains, improved financial accounting, greater data visibility and analysis capability, and more process-centered thinking.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.2 Outcomes of ERP
plaindirect- Asserted: passes — The authors put it forward as true.
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It may state two separate claims as one.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
plaindirectSingle case- Asserted: passes — The authors put it forward as true.
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The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
plaincorrelational- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“one respondent from PharmaCo estimated that it could take about tliree years to get ftill knowledge of the software”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
hedgedSingle case- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper’s conclusions may not depend on it.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“Moreover, firms differ in their implementation approach, some choosing a piecemeal approach and others a concerted approach.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
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It may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
hedged- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
boosteddirectSingle case- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“However, ContainerCo actually implemented its ERP modules into traditional fiinctional departments, foregoing the advantages potentially associated with process integration.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
plaindirectSingle case- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
plaincorrelational- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“ERP was regarded as dismantling not only existing business processes but also the understanding of how work ought to be structured.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
plaindirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“Although this approach was adopted to separate the two types of leaming requirements, vanilla versions required some business processes to change immediately.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
plaindirect- Asserted: passes — The authors put it forward as true.
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In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
What the sources say
- Not checked — no full text of the sourcecites Glass, 1998 source
plain- Asserted: passes — The authors put it forward as true.
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None of the sources cited for this claim have been checked yet.
In the paper
“Although this increased the learning challenge, these tlrms were more likely to report fiill transformations rather than wait for the lliture.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
hedgedcorrelational- Asserted: passes — The authors put it forward as true.
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A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
plain- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The quote only partly states this claim.
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In the paper
“According to respondents, BRP implementation challenged established knowledge in two ways.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
plaindirect- Asserted: passes — The authors put it forward as true.
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The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
plaindirect- Asserted: passes — The authors put it forward as true.
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The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
hedgedconditional- Asserted: passes — The authors put it forward as true.
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In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
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The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“The effectiveness of core teams depended on their size, representation, and their ability to avoid turnover of key members.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
plaindirect- Asserted: passes — The authors put it forward as true.
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In the paper
“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).”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 2.3. Toward a Dialectic of ERP Implementation The research reported in this paper adopts a process theory perspective, but employs different assumptions about the mechanisms that generate change.In addition to the life cycle motor.Van de Ven and Poole (1995) offered three alternative types of motors that could drive organizational changes: dialectical, teleological, and evolutionary.Our particular interest is in the dialectic motor, which emphasizes a "pluralistic world of colliding events, forces, or contradictory values that compete with each other, for domination or control" (Van de Ven and Poole, 1995: 517).The dialectic interplay between two or more opposing entities was the basis for Robey and Boudreau's (1999) proposed "logic of opposition" to explain the diversity of orgamzational consequences of IT, and dialectics could potentially explain the diversity of outcomes observed m ERP research.Using dialectics, researchers are not tied to a preordained sequence of developmental stages such as those represented in a life cycle model.Rather, any particiilar implementation project would be expected to manifest forces promoting change and forces opposing change.Rather than being determined by antecedent conditions, ERP consequences become largely indeterminate in a dialectic analysis.In this way, a variety of potential outcomes can be explained, at least retrospectively, with a dialectic motor.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). In using dialectic analysis, it is necessary to identify the opposing forces (Robey and Boudreau, 1 999).Identification of forces may be guided by an a priori choice of theory or it may be induced during data analysis.If a researcher, for example, wished to examine ERP implementation as a political contest, he or she could design research methods to identify opposing political interests.Alternatively, the researcher could operate in a more exploratory manner by looking for any evidence of opposing forces, not necessarily political opposition.In the method employed for this research, we selected dialectics as a motor believed to be useful for explaining a vanety of outcomes for process research.However, we did not specify an a priori theoretical approach choosing to let the content of the dialectical theory be suggested by the research data (Boudreau and Robey, 1999).
What the sources say
- Not checked — no full text of the sourcecites Robey and Boudreau, 1999 source
plain- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“For example, ERP systems required working more cross-fiinctionally than before simply because of their integrated design.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
plaindirectSingle case- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Clearly, these statements indicate the presence of barriers that require substantial efforts to overcome.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
boosted- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“Because HRP technology is so new and complex, it is difficult for a company to embark on such an endeavor without external knowledge.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
- 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.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- Rests on an assumption: ERP tends to be associated with integrated, process-centered models of organization.
In the paper
“Despite the significant technical challenges posed by ERP, researchers agree that organizational factors are most critical to successful ERP implementation (Constantinos, 1999).”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 2.1 Variance Research on ERP
What the sources say
- Not matchedcites Constantinos, 1999
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
boosteddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
hedgedcorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Certainly, ERP solutions removed some fiinctionality associated with legacy systems, but that may have been desirable for firms seeking greater integration.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 4.3.2 Piecemeal and Concerted Change Processes
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The assimilation challenges demand intensive employee education and appear to be more effective with incremental implementation plans.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“These findings imply that firms implementing ERP may not have the luxury to proceed m piecemeal fashion, even though many of them tned.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“Rather, our use of learning constructs was drawn directly from the interview notes, which contained numerous references to learning, learning curves, and knowledge.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 5.1 The Dialectic of Organizational Learning
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change > 6. CONCLUSION
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
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?
The source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“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
Experimental — accuracy not yet measuredThe source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“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)
Experimental — accuracy not yet measuredThe cited source says what the claim attributes to it.
In the citing paper
“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
The cited source says what the claim attributes to it.
In the citing paper
“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
The cited source says what the claim attributes to it.
In the citing paper
“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)
Citations
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Cited by
Sorted by citations
Items 901–1,000 of 1,018
Understanding Contradictions in Enterprise System Implementations: A Case for Stakeholder Theory
Nordheim, S., Moseid-Vårhus, K. R., & Bærø, A. M. (2014) · Springer eBooks · doi:10.1007/978-3-319-07215-9_17
“Dialectics has been applied for some time to analyze ES implementation, and a dialectic perspective has proven useful to characterize important aspects of ES implementation processes [ 3 , 10 , 15 , 16 ].”
MethodNew IT Implementations: Learning from Past ExperiencesPreprint
Saraf, N., Dasgupta, S., & Sambamurthy, V. (2016) · SSRN Electronic Journal · doi:10.2139/ssrn.2731836
System emergent use : a theoretical model and empirical exploration
Wang, W., Hsieh, J. J. P.-A., & Butler, J. (2006) · PolyU Institutional Research Archive (Hong Kong Polytechnic University)
ERP-Einführung: Wirkung von kritischen Erfolgsfaktoren der Projektphase auf den Projekterfolg.
Dreiling, A. (2010) · MKWI
Spagnoletti, P., & Decastri, M. (2008) · IRIS - Institutional Research Information System (Libera Università Internazionale degli Studi Sociali Guido Carli)
Open Windows: Shaping Information Technology as a Continuous Organizational Process
Schreyögg, G., & Schmidt, L. (2010) · Gabler eBooks · doi:10.1007/978-3-8349-8982-6_5
Critical Factors Influencing the Performance of E-Business in SMEs
Motlagh, S. M. (2012) · IOSR Journal of Business and Management · doi:10.9790/487x-0311822
“Knowledge about IT plays a significant role in new technology adoption and increases the degree of a company’s technology adoption and performance [21].”
BackgroundEnterprise systems: The technology we already have
Lorenzo, O., Kawalek, P., González, G., et al. (2011) · Palgrave Macmillan UK eBooks · doi:10.1057/9780230337190_2
IMPLANTATION OF A SYSTEM ERP IN AN ORGANIZATION
Díaz, A., Gonzales, J. C., & Ruiz, M. E. G. (2005) · Anales de la Facultad de Medicina (Facultad de Medicina San Fernando)
Elahi, T. (2015) · Open Access at Essex (University of Essex)
Microemancipatory practicies in information system development
Johansson, B., & Sudzina, F. (2009) · Journal of the Association for Information Systems
Ivkovic, S., & Nehlin, J. (2007)
Study on Enterprise Informationization: Model Selection and Path
Yuan, X., Zhang, Y., & He, B. (2015) · RePEc: Research Papers in Economics
Jensen, C. E. (2011) · ePublications at Regis University (Regis University)
The optimized learning stage for studying ERP system: Action research perspective
Chien, T., Hou, K.-L., Ma, H.-Y., et al. (2016) · doi:10.1109/ecdc.2016.7492969
“Also, poor learning efficiency of ERP was massively affect the benefit of using ERP [3].”
BackgroundMarnell, J. W. (2016) · NSUWorks (Nova Southeastern University)
Meissonier, R., Lapointe, L., Houzé, E., & Bataillon, P. E. (2015)
AIS Electronic Library (AISeL)
Johansson, B., & Sudzina, F. (2009)
Enterprise Applications Modernization, Issues and Opportunities
Agrawal, A., Reddy, L. S., & Agrawal, A. K. (2015) · International journal of advance research, ideas and innovations in technology
Business Process Complexity, System Complexity and Perceived Audit Quality
Nwankpa, J. K., & Roumani, Y. (2014) · Advances in business strategy and competitive advantage book series · doi:10.4018/978-1-4666-4860-9.ch010
Hustad, E., & Olsen, D. H. (2013) · IGI Global eBooks · doi:10.4018/978-1-4666-3664-4.ch005
Application of Software Metrics in EPR Projects
Parthasarathy, S. (2011) · Enterprise Information Systems · doi:10.4018/978-1-61692-852-0.ch419
START-UP COMPANY? GET YOUR ERP SYSTEM ASAP!”
Anaya, L. A., Olsen, D. H., & Flak, L. S. (2015) · NORA - Norwegian Open Research Archives
Implementation of Integrated Enterprise Asset Management Systems (IEAMS)
Hussain, A. (2012) · Advances in business information systems and analytics book series · doi:10.4018/978-1-4666-2220-3.ch012
Expeditionary military networks and asymmetric warfare
van Fenema, P. C. (2009) · Contributions to conflict management, peace economics and development · doi:10.1108/s1572-8323(2009)000012a020
The Dynamics Of Cultural Change In An Enterprise Systems Implementation
Stuart, L. H., Mills, A., & Remus, U. (2013) · European Conference on Information Systems
End-user Attitude in ERP Post-Implementation
Almeida, T., Teixeira, L. C., & Ferreira, C. (2012) · IGI Global eBooks · doi:10.4018/978-1-4666-1764-3.ch013
Reengineering for Enterprise Resource Planning (ERP) Systems Implementation
Annamalai, C., & Ramayah, T. (2012) · Industrial Engineering · doi:10.4018/978-1-4666-1945-6.ch044
Guah, M. W. (2009) · Advances in IT personnel and project management · doi:10.4018/978-1-59904-546-7.ch013
Directed Basic Research in Enterprise Resource Planning (ERP)
Parthasarathy, S. (2010) · IGI Global eBooks · doi:10.4018/978-1-60566-731-7.ch025
Supporting Facilitators in Communities of Practice via Design and Technology
Tarmizi, H., de Vreede, G., & Zigurs, I. (2009) · Advances in e-collaboration series/Advances in e-collaboration (AECOB) book series · doi:10.4018/978-1-60566-110-0.ch006
Parthasarathy, S. (2009) · IGI Global eBooks · doi:10.4018/978-1-60566-146-9.ch005
An IS Theory of Reciprocal Change
Howard, G. R. (2016) · Unisa Institutional Repository (University of South Africa)
AIS Electronic Library (AISeL)
Meissonier, R., & Houzé, E. (2009)
Lewis, M., Balaji, S., & Rai, A. (2009)
The Pyramid of IT Implementation
Fraiha, S. (2014)
How is knowledge being transferred in agile development projects
Wittenstam, M., & Jonsson, M. (2015)
Cross-Case Analysis and Discussion
Elbardan, H., & Kholeif, A. O. R. (2017) · Springer eBooks · doi:10.1007/978-3-319-54990-3_10
ERP and Innovation in Schupeterian Market Dynamics
Berente, N. (2005) · Journal of the Association for Information Systems
Understanding Post-Training Behaviour in Information Systems
Arasanmi, C. N. (2017)
The Quantitative Effects of ERP Systems in Korean Manufacturing Industry
장활식, Choi, W.-H., Park, K.-O., & 한정희 (2008) · Management & Information Systems Review · doi:10.29214/damis.2008..26.002
Managing ERP Customization Expectations With Organizational Change Management
Nakayama, M., Hustad, E., Sutcliffe, N. G., & Pareek, G. (2017) · Journal of the Association for Information Systems
Cloud Implementation In Organizations
Suo, S. (2013) · Scholars' Press eBooks
Technological Change Perspective for ERP Implementation in Small and Medium Enterprises
Nair, J., & Chellasamy, A. (2017) · International Journal of Strategic Information Technology and Applications · doi:10.4018/ijsita.2017040103
Multi Agent System for Continuously Improving Enterprise Performance
Ahmed, A. I. (2018) · WSEAS Transactions on Computers archive
Sensemaking processes and stakeholders' reactions to IT implementation
Rahighi, A. (2018) · Swinburne figshare (Swinburne University of Technology) · doi:10.25916/sut.26279506
Les Grands Auteurs en Systèmes d'information
Gerbaix, S., & Elie-Dit-Cosaque, C. M. (2018) · EMS Editions eBooks · doi:10.3917/ems.walsh.2018.01.0243
Moshiri, S. (2017) · Research Explorer (The University of Manchester)
Technical Isomorphism And Organizational Homogenization
Liu, C. K. W., Lai, V. S. K., Chen, S.-S., et al. (2013) · European Conference on Information Systems
Dialectic Tensions in the Context of Inter-organizational Integration
Camposano, J. C., & Smolander, K. (2019) · LUTPub (LUT University)
Lee, M.-G., & Seo, Y. W. (2019) · Journal of the Korean Chemical Society · doi:10.15207/jkcs.2019.10.11.375
“커뮤니케이션 역량은 프로젝트 수행시 복잡한 시스템 을 성공적으로 구현하는데 중요한 요인이다[17,18].”
Meninjau Faktor Keberhasilan Implementasi Enterprise Resource Planning: Perspektif Organisasi
Akbar, N. A. (2019) · E-Jurnal Akuntansi · doi:10.24843/eja.2019.v29.i02.p04
“Budaya yang dinilai dengan nilai dan tujuan bersamauntuk menuju kesuksesan di dalam perusahaan dan juga pemikiran yang terbuka untuk berubahserta komitmen yang kuat untuk menggunakan sistem untuk mencapai tujuan bisnis akan membantu dalam upaya implementasi keberhasilan ERP (Robey et al., 2002).”
BackgroundUnderstanding Role-Oriented Enterprise Systems: From Vendors to Customers
Riis, P. H. (2012) · Econstor (Econstor)
Public Procurement of Information Systems – A Dialectical Analysis
Moe, C. E. (2015) · NORA - Norwegian Open Research Archives
Dreiling, A. (2010) · doi:10.17875/gup2010-1410
“Begründete Verbesserungsvorschläge können Praktikern allerdings nicht unterbreitet werden, da bislang aus theoretischer Sicht nicht eindeutig geklärt ist, aus welchen Gründen sich Erfolg in und nach einem ERP-Einführungsprojekt einstellt (Robey et al. 2002, S. 20).”
BackgroundExtracting value from enterprise resource planning: a closer look at integration
Gagnon, E. (2012) · eScholarship@McGill (McGill) · doi:10.82308/35370
Dual role of absorptive capacity for exploitative and exploratory learning
Radickovic, B. (2019) · Own your potential (DEAKIN)
Uptake of Enterprise 2.0 in SMEs: A Theoretical Perspective
Eze, S. C., & Awa, H. O. (2014) · European Journal of Computer Science and Information Technology · doi:10.37745/ejcsit.vol2.no4.p49-64.2014
Factors Influencing BI Data Collection Strategies: An Empirical Investigation
Ramakrishnan, T. (2010) · University of North Texas Digital Library (University of North Texas) · doi:10.12794/metadc31544
Carroll, J., & Fidock, J. J. T. (2011) · RMIT Research Repository (RMIT University Library)
Controls for Managing Risks Across Different Stages of ERP Projects
Vanderklei, M., Remus, U., Nesbit, T., & Wiener, M. J. (2010)
ROLE OF ORGANIZATIONAL FACTORS IN ERP SYSTEM IMPLEMENTATIONS
Nandi, M. L., & Nayak, G. K. (2009) · Journal of the Association for Information Systems
Spotlight on the Positives: How Do Information Technology Projects Achieve Cost Underruns?
Alami, A., Madsen, C., & Krancher, O. (2022) · Proceedings of the ... Annual Hawaii International Conference on System Sciences/Proceedings of the Annual Hawaii International Conference on System Sciences · doi:10.24251/hicss.2022.899
DESENVOLVIMENTO DE ERP: ESTUDO SOBRE A INSERÇÃO DE MECANISMOS DE CONTROLE DE HEURÍSTICAS
Covelli, A. C. R., & César, A. M. R. V. C. (2021) · Revista Práticas em Contabilidade e Gestão · doi:10.5935/2319-0485/praticas.v9n3e14896
Liu, H., Wen, W., Barua, A., & Whinston, A. B. (2022) · SSRN Electronic Journal · doi:10.2139/ssrn.4010177
Understanding User Dissatisfaction
Klaus, T. (2012) · IGI Global eBooks · doi:10.4018/978-1-4666-2059-9.ch012
Technological Change Perspective for ERP Implementation in Small and Medium Enterprises
Nair, J., & Chellasamy, A. (2019) · IGI Global eBooks · doi:10.4018/978-1-7998-1760-4.ch077
Reengineering for Enterprise Resource Planning (ERP) Systems Implementation
Annamalai, C., & Ramayah, T. (2012) · IGI Global eBooks · doi:10.4018/978-1-4666-0155-0.ch009
Measuring Utilization of ERP Systems Usage in SMEs
Hedman, J., & Björn, J. (2013) · IGI Global eBooks · doi:10.4018/978-1-4666-4153-2.ch003
Enterprise System Development in Higher Education
Chae, B. K., & Poole, M. S. (2012) · IGI Global eBooks · doi:10.4018/978-1-4666-1655-4.ch001
Social and Cultural Challenges in ERP Implementation
Poti, S., Bhattacharyya, S., & Kamalanabhan, T. J. (2012) · IGI Global eBooks · doi:10.4018/978-1-4666-2922-6.ch017
Srinivasan, M. (2012) · IGI Global eBooks · doi:10.4018/978-1-4666-1761-2.ch004
ERP Implementation Across Cultures
Livermore, C. R., & Rippa, P. (2012) · IGI Global eBooks · doi:10.4018/978-1-4666-0966-2.ch002
Caserio, C., & Trucco, S. (2018) · Contributions to management science · doi:10.1007/978-3-319-77679-8_6
Measuring Utilization of ERP Systems Usage in SMEs
Hedman, J., & Björn, J. (2013) · IGI Global eBooks · doi:10.4018/978-1-4666-3886-0.ch085
Sengupta, E., & Kapur, V. (2016) · INFM-OAR (INFN Catania) · doi:10.5281/zenodo.56538
A Method for Implementing ERP Software in a Brazilian Company Operating in Portugal
Candido, T. R., Neto, O. R. D. M., & Dultra-de-Lima, R. G. (2022) · Advances in human resources management and organizational development book series · doi:10.4018/978-1-6684-5666-8.ch024
Pang, J., & Chang, M. (2023) · International Conference on Computer Science, Engineering and Applications (CSEA) · doi:10.5121/csit.2023.130501
Neto, A. M. D. C., Dias, H. B. G., & de Holanda, V. B. (2023) · Revista de Contabilidade da UFBA · doi:10.9771/rcufba.v16i1.54099
“A well-planned training program, thus, may be valuable as a possible solution to a system’s learning and understanding complexity, consequently helping the ERP adoption on a user-level (Robey et al., 2002; Scott, 2005).”
BackgroundLamberton, B. A., Chang, C. J., Geerts, G. L., et al. (2024) · Accounting Horizons · doi:10.2308/horizons-2021-013
Dialectic and Life-cycle of Institutional Logics in IT Governance: Insights from Healthcare Context
Ramadani, L., Nugraha, R. A., & Falahah (2024) · Procedia Computer Science · doi:10.1016/j.procs.2024.03.124
ERP Portal for College Administration Using React and Firebase
Mehrotra, T. (2025) · Scientific Journal of Artificial Intelligence and Blockchain Technologies · doi:10.63345/y1b2eg11
Redon, M., Séran, T., Translations, C. A., Calandre, C., Burden, M., & Mellor, M. (2025) · Comptabilité - Contrôle - Audit · doi:10.3917/cca.313.0065
ERP Portal for College Administration Using React and Firebase
Mehrotra, T. (2025) · Scientific Journal of Artificial Intelligence and Blockchain Technologies · doi:10.63345/sjaibt.v2.i3.101
Challenges of Implementing ERP Software in a Business Environment: A Case Study
Leite, G. S., Milfont, P. B., & Monteiro, G. M. (2025) · Lecture notes in networks and systems · doi:10.1007/978-3-032-00715-5_13
The Role of Individual User Characteristics in Influencing ERP System Implementation Success
Sasidharan, S. (2009) · DIAS Technology Review · doi:10.65301/dias.2010.6.2.362
Abenius, A., & Börling, S. (2013) · Gothenburg University Publications Electronic Archive (Gothenburg University)
Metadata
- 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 › Business, Management and Accounting › Management Information Systems › 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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