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 501–600 of 1,018
ERP, Internal Auditing and Corporate Governance
Elbardan, H., & Kholeif, A. O. R. (2017) · Springer eBooks · doi:10.1007/978-3-319-54990-3_2 · Cited by 9
Information Technology and Firm Performance: The Role of Innovation
Zand, F. (2011) · Research Repository (Delft University of Technology) · Cited by 9
Beyond the ERP Implementation Study: A New Approach to the Study of Packaged Information SystemsPreprint
Williams, R., & Pollock, N. (2009) · SSRN Electronic Journal · doi:10.2139/ssrn.1424371 · Cited by 9
Technology Acceptance and Organizational Change: An Integration of Theory
Brown, S. (2009) · Cited by 9
A Journey through the Wilderness
Kidd, T. T., Ashe, C., & Carroll, N. (2013) · International Journal of Information Technology Project Management · doi:10.4018/ijitpm.2013100101 · Cited by 8
Cross Boundary Knowledge Management Mechanisms by Key Users in ES Implementation
Pan, M., & Mao, J. (2013) · Pacific Asia Conference on Information Systems · Cited by 8
Consolidating understanding of ERP conflicts: a dialectic perspective
Alsulami, M., Rahim, M. M., & Scheepers, H. (2014) · Swinburne figshare (Swinburne University of Technology) · Cited by 8
ERP SYSTEM CUSTOMIZATION IN SMEs: A MULTIPLE CASE STUDY
Zach, O., & Munkvold, B. E. (2011) · Journal of the Association for Information Systems · Cited by 9
ERP system environments in IS education: design and evaluation of a new course concept
Klima, C., Pfarr, F., & Winkelmann, A. (2014) · Interactive Technology and Smart Education · doi:10.1108/itse-04-2014-0005 · Cited by 8
“Since today every enterprise and also nearly every smaller company has integrated its business processes in enterprise software like ERP systems (Robey et al., 2002; Srathman and Roth, 2002), the teaching of ERP systems is specifically relevant for The current issue and full text archive of this journal is available at”
BackgroundMethodPark, K. O., & Koh, C. E. (2014) · Behaviour and Information Technology · doi:10.1080/0144929x.2014.945961 · Cited by 8
“The concept of IO has been used to measure the performance of different types of IS such as ERP (Lee and Lee 2007), CRM (Fazlzadeh et al. 2011) and knowledge management (Aytes and Beachboard 2007).”
BackgroundInfluentialSethi, V. K., Sethi, V., Jeyaraj, A., et al. (2008) · Journal of Asia-Pacific Business · doi:10.1080/10599230802453620 · Cited by 8
“A variety of reasons have been attributed to these mixed success rates with ERP systems, such as the implementations being late or overbudget ( Martin, 1998 ), the extent to which the software is configurable for specific business processes ( Shang & Seddon, 2007 ), issues and problems during the implementation itself…”
Cycles, Growth and the Great Recession
Cristini, A., & Leoni, R. (2014) · Routledge eBooks · doi:10.4324/9781315796635 · Cited by 8
Enterprise resource planning implementation in construction: Challenges and key enablers
Çınar, E., & Özorhon, B. (2018) · Journal of Construction Engineering Management & Innovation · doi:10.31462/jcemi.2018.01075084 · Cited by 8
Architektura korporacji. Analiza teoretyczna i metodologiczna
Czarnecki, J. S. (2011) · Wydawnictwo Uniwersytetu Łódzkiego eBooks · doi:10.18778/7525-603-1 · Cited by 8
A Contextualist Approach to Telehealth Innovations
Cho, S. (2007) · Digital Archive @ GSU · doi:10.57709/1063242 · Cited by 8
Using Stakeholder Theory to Analyze Knowledge Sharing During Enterprise Systems Implementations
Sathish, S., Pan, S. L., & Raman, K. S. (2004) · Journal of the Association for Information Systems · Cited by 8
The Evolving Intellectual Diversity of the IS Discipline: Evidence from the Referent Disciplines
Lee, Y., & Gosain, S. (2004) · Communications of the Association for Information Systems · doi:10.17705/1cais.01333 · Cited by 8
Khuong, L.-N., Harindranath, G., & Dyerson, R. (2014) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2013.11.003 · Cited by 8
Rajapakse, J. (2012) · Hawaii International Conference on System Sciences (HICSS) · doi:10.1109/hicss.2012.144 · Cited by 8
“, [25]) that ERP systems demand organizational discipline and strict adherence to standardized processes.”
BackgroundKe, W., Wang, X., & Wei, K. (2008) · Journal of the Association for Information Systems · Cited by 8
Vevaina, P. D. (2007) · Tuwhera (Auckland University of Technology) · Cited by 8
Förändringens vindar : En studie om aktörsgrupper och konsten att välja och införa ett affärssystem
Myreteg, G. (2007) · KTH Publication Database DiVA (KTH Royal Institute of Technology) · Cited by 8
Mpanga, D. (2019) · IFIP advances in information and communication technology · doi:10.1007/978-3-030-20671-0_18 · Cited by 7
The Implementation of Governance, Risk, and Compliance IS: Adoption Lifecycle and Enterprise Value
Spanaki, K., & Papazafeiropoulou, A. (2016) · Information Systems Management · doi:10.1080/10580530.2016.1220214 · Cited by 7
“In most cases, the ES projects share the same implementation process concept (Robey, Ross, & Boudreau, 2002).”
BackgroundAnderson, E., Moldestad, M., Brunner, J., Ball, S. L., Helfrich, C. D., Orlander, J. D., Rinne, S. T., & Sayre, G. G. (2024) · JMIR Formative Research · doi:10.2196/46901 · Cited by 8
“The literature shows that when users interact with an information system over time, they start to take its features for granted [68,70,71].”
BackgroundWhat Makes ERP Systems to Deliver? Impact of Post-Implementation Capabilities on ERP Value
Jain, V. K. (2010) · Journal of the Association for Information Systems · Cited by 7
Basáez, M. O., Aranda, D. A., Djundubaev, R., et al. (2014) · Strategic Change · doi:10.1002/jsc.1984 · Cited by 7
Ram, J., & Swatman, P. M. C. (2008) · Journal of the Association for Information Systems · Cited by 7
Competency and capability development process: An SME enterprise system upgrade and implementation
Teoh, S. Y. (2010) · RMIT Research Repository (RMIT University Library) · Cited by 7
Breaking BAD to bridge the reality/rhetoric chasm
Jones, D. J., & Clark, D. (2014) · ASCILITE Publications · doi:10.14742/apubs.2014.1094 · Cited by 7
“…both the perceived nature of the technology – best practice guidelines for integrated systems such as LMS and ERP recommend vanilla implementation (Robey, Ross, & Boudreau, 2002) - and the people – the apparent low digital fluency of academics (Johnson, Adams Becker, Cummins, & Estrada, 2014, p.…”
BackgroundERP Configuration: Does Situation Awareness Impact Team Performance?
Robert, L., McLeod, A. J., Jr., & Davis, A. R. (2011) · Proceedings of the ... Annual Hawaii International Conference on System Sciences/Proceedings of the Annual Hawaii International Conference on System Sciences · doi:10.1109/hicss.2011.188 · Cited by 7
“Failed ERP implementations are legendary and include organizations such as Boeing, Siemens, and Panasonic [27].”
BackgroundAccounting Information Systems Implementation and Management Accounting Change
Bredmar, K., Ask, U., Frisk, E., et al. (2014) · Business Systems Research Journal · doi:10.2478/bsrj-2014-0015 · Cited by 7
Suo, S. (2013) · ProQuest LLC eBooks · Cited by 7
Enterprise Resource Planning Systems
Caserio, C., & Trucco, S. (2018) · Contributions to management science · doi:10.1007/978-3-319-77679-8_2 · Cited by 7
Factors Influencing Performance Of Saccos In Kenya: A Case Of Unaitas Sacco
Mwangi, E., & Wambua, L. (2016) · European Journal of Business and Strategic Management · Cited by 7
Andersson, A., & Wilson, T. L. (2011) · International Journal of Managing Projects in Business · doi:10.1108/17538371111144175 · Cited by 7
Kang, D. (2006) · Information and Organization · doi:10.1016/j.infoandorg.2005.12.001 · Cited by 6
Factors in Physician Expectations of a Forthcoming Electronic Health Record Implementation
Harle, C. A., & Dewar, M. A. (2012) · Hawaii International Conference on System Sciences (HICSS) · doi:10.1109/hicss.2012.277 · Cited by 6
Change processes and its impact on individuals: perception of ERP users in India
Poti, S., Bhattacharyya, S., & Kamalanabhan, T. J. (2010) · International Journal of Information Systems and Change Management · doi:10.1504/ijiscm.2010.036913 · Cited by 6
“As per Robey et al. (2002), “…about half of ERP projects fail to achieve anticipated benefits and many well known organisations failed to implement ERP as intended”.”
BackgroundThe effect of a new version of software on its use: a case study of a course management system
Aronson, J. E., & Beckett, J. A. (2007) · Cited by 5
Implementation of Cloud ERP - Moderating Effect of Compliance on the Organizational Factors
Gupta, S., & Misra, S. C. (2015) · International Conference on Cloud Computing and Services Science · doi:10.5220/0005486701940198 · Cited by 6
Preparing for transformational change: a framework for assessing organisational change readiness
Amborski, D. J., Pesek, V., & Napier, G. S. (2017) · International Journal of Human Resources Development and Management · doi:10.1504/ijhrdm.2017.10005821 · Cited by 6
Enterprise System Implementation: Personality, System-Related Advice Networks and Job Performance
Sykes, T. A., Venkatesh, V., & Johnson, J. A. (2007) · Journal of the Association for Information Systems · Cited by 6
Rocky Relationships: Enterprise Resource Planning and Supply Chain Management
Crumbly, J., & Fryling, M. (2013) · Cited by 6
Nordheim, S. (2007) · Springer eBooks · doi:10.1007/978-0-387-70761-7_2 · Cited by 6
Burgess, K., Kerr, D., & Houghton, L. (2013) · Australasian Journal of Information Systems · doi:10.3127/ajis.v18i1.786 · Cited by 8
“…involving qualitative research paradigms There is a body of opinion in the ERP literature which claims that ERPs are distinctly different from traditional IS in many dimensions, and particularly with respect to implementation issues (Robey, Ross and Boudreau, 2002; Morris and Venkatesh, 2010).”
A Research Framework on Social Networking Sites Usage: Critical Review and Theoretical Extension
Shen, K. N., & Khalifa, M. (2010) · IFIP International Federation for Information Processing/IFIP · doi:10.1007/978-3-642-16283-1_21 · Cited by 6
“Particularly, the Information Systems literature has argued that rational task-technology fit models might better explain pre-adoption and adoption behaviors while political and learning models might better explain post-adoptive behaviors [19].”
Bootstrapping Revisited: Opening the Black Box of Organizational Implementation
Skorve, E., & Aanestad, M. (2010) · Lecture notes in business information processing · doi:10.1007/978-3-642-14874-3_8 · Cited by 6
“[16], who claimed that learning is a core challenge in ERP implementation.”
BackgroundSathish, S. (2006) · National University of Singapore · Cited by 6
Leading by Metaphors –A Case Study of a Mega IT Project in a Danish Bank
Svejvig, P., & Nielsen, A.-D. F. (2014) · Journal of Organizational Knowledge Communication · doi:10.7146/jookc.v1i1.18284 · Cited by 6
“…KNOWLEDGE COMMUNICATION 1 (1) 2014 PAGE 41 OF 97 that it is viable, and there were many struggles such as performance drop by employees due to learning curves and other issues (Elrod and Tippett Donald, 2002; Markus, Axline, Petrie, and Tanis, 2000; Robey, Ross Jeanne, and Boudreau, 2002).”
BackgroundTseng, P. T. Y. (2008) · International Journal of Electronic Business · doi:10.1504/ijeb.2008.020677 · Cited by 6
“Cultural Intelligence” During ERP Implementation: Insights from a Thai Corporation
Meissonier, R., Houzé, E., & Lapointe, L. (2014) · International Business Research · doi:10.5539/ibr.v7n12p14 · Cited by 8
“Our case study actually expands the observations of Brown et al. (2002), Robey et al. (2002) who observed that a misfit between firm properties and IT project were not true obstacle to users' acceptance.”
Asfoura, E., Neumann, R., Kassem, G., et al. (2011) · Procedia Computer Science · doi:10.1016/j.procs.2010.12.004 · Cited by 6
Making Enterprise System Work:The Role of Organizational Defensive Routines
Lee, D. J. C., & Myers, M. D. (2009) · Pacific Asia journal of the Association for Information Systems · doi:10.17705/1pais.01201 · Cited by 5
Nordheim, S. (2008) · Proceedings of the ... Annual Hawaii International Conference on System Sciences/Proceedings of the Annual Hawaii International Conference on System Sciences · doi:10.1109/hicss.2008.105 · Cited by 6
“In Enterprise System (ES) implementations value conflicts occur between stakeholders [1], and a dialectic perspective thus explains important aspects of the ES implementation process [2,3,4,5].”
BackgroundCases on Information Technology Planning, Design and Implementation
(2006) · Cases on information technology series · doi:10.4018/978-1-59904-408-8 · Cited by 6
A Survey Study of the Enterprise Resource Planning System
Bajahzar, A., Alqahtani, A., & Baslem, A. (2012) · International Conference on Advanced Computer Science Applications and Technologies · doi:10.1109/acsat.2012.101 · Cited by 6
Factors Affecting Individual Level ERP Assimilation in a Social Network Perspective
Gao, L., Liu, L., & Feng, Y. (2017) · Journal of Global Information Management · doi:10.4018/jgim.2017070102 · Cited by 6
L’apport des théories de la motivation pour comprendre l’appropriation des TI
Tsoni, C. (2018) · Systèmes d information & management · doi:10.3917/sim.174.0009 · Cited by 6
A Model for Analyzing Organizational Performance of ERP Systems from a Resource-Based View
Shang, S. S. C., & Wu, T.-L. (2004) · Cited by 6
The Interplay between Cloud-based SOA and IT Departments: Research Directions
Suo, S., Techatassanasoontorn, A. A., & Purao, S. (2011) · Journal of the Association for Information Systems · Cited by 6
Trends in Software Engineering
(2002) · Advances in computers · doi:10.1016/s0065-2458(01)x8000-5 · Cited by 6
Role of Enterprise Systems in Business Transformations: A Management Perspective
Bhattacharya, P., & Seddon, P. B. (2009) · Journal of the Association for Information Systems · Cited by 6
Structural Models that Manage IT Portfolio Affecting Business Value of Enterprise Architecture
Kamogawa, T. (2010) · IEICE Transactions on Information and Systems · doi:10.1587/transinf.e93.d.2566 · Cited by 6
“The model presents an alignment between strategy and operations founded on EA at management through IT governance by linking with the IT project team level, meaning the staff level [20].”
BackgroundFrom local IT needs to global process transformation: Hilti’s customer service program
Brocke, J. V., Schmiedel, T., Simons, A., Schmid, A., Petry, M., & Baeck, C. (2016) · Business Process Management Journal · doi:10.1108/bpmj-02-2015-0016 · Cited by 6
Alsulami, M., Rahim, M. M., & Scheepers, H. (2013) · Swinburne figshare (Swinburne University of Technology) · Cited by 6
Explaining History of eGovernment Implementation in Developing Countries: An Analytical Framework
Wahid, F. (2011) · Lecture notes in computer science · doi:10.1007/978-3-642-22878-0_4 · Cited by 6
“This research speculates about the processes connecting antecedents with outcomes [40].”
BackgroundAcceptance and Rejection: Two Sides of the Same Coin, or Two Different Coins?
Rosen, P. A. (2005) · Journal of the Association for Information Systems · Cited by 6
Fadel, K. J., Tanniru, M. R., & Weisband, S. P. (2005) · Cited by 6
Technology Adaptation: The Case of Large-Scale Information Systems
Chae, B. K. (2001) · Journal of the Association for Information Systems · Cited by 6
Organizational Learning in ERP Implementation: An Exploratory Study of Strategic Renewal
Ke, W., Wei, K., Chau, P. Y. K., et al. (2003) · Journal of the Association for Information Systems · Cited by 6
Deng, X. N., & Wang, T. (2013) · Hawaii International Conference on System Sciences (HICSS) · doi:10.1109/hicss.2013.580 · Cited by 6
“For example, knowledge barriers have been documented in the post-adoptive use of enterprise resource planning (ERP) technology, preventing end-users’ effective use of the enterprise technology [1, 21].”
BackgroundAsfoura, E., Kassem, G., Rautenstrauch, C., et al. (2008) · International Conference on Information and Communication Technologies: From Theory to Applications (ICTTA) · doi:10.1109/ictta.2008.4530377 · Cited by 6
“Figure 1 shows the architecture of today’s ERP systems [3], [5]: Figure 1: Conventional ERP system architecture”
BackgroundMobegi, H. N. (2009) · University of Nairobi Research Archive (University of Nairobi) · Cited by 6
CRITICAL SUCCESS FACTORS FOR ERP IMPLEMENTATION
Saurabh (2015) · Cited by 6
Dynamics of Knowledge Leverage in ERP Implementation
Suraweera, T., Remus, U., & Wakerley, S. (2007) · Journal of the Association for Information Systems · Cited by 5
Phillips, A. B., Wilson, R. V., Kaushal, R., et al. (2013) · Journal of the American Medical Informatics Association · doi:10.1136/amiajnl-2013-001716 · Cited by 5
Determinants of accrual accounting adoption: The role of organizational culture
Wiguna, M., Aswar, K., Hariyani, E., et al. (2023) · Problems and Perspectives in Management · doi:10.21511/ppm.21(1).2023.08 · Cited by 5
More than meets the eye: working around technology in cross-boundary work contexts
Yeo, R. K., & Gold, J. (2015) · Information Technology and People · doi:10.1108/itp-05-2013-0091 · Cited by 5
“This could involve a configuration of a technology’s hardware or software to produce an emergent 629 Technology in cross- boundary work contexts D ow nl oa de d by H er io t W at t U ni ve rs ity A t 0 5: 53 2 6 Se pt em be r 20 16 ( PT ) outcome (cf. Robey et al., 2002).”
BackgroundMethodInfluentialOvercoming Knowledge Integration Barriers in ERP Implementation Using Action Research Approach.
López, V., & Esteves, J. (2009) · Americas Conference on Information Systems · Cited by 5
Trends and Future Research in Enterprise Systems
Gronau, N. (2015) · Lecture notes in business information processing · doi:10.1007/978-3-319-17587-4_17 · Cited by 5
Crm System Implementation: How Great Expectations In Sweden Are Dashed In China
Frygell, L., Carlsson, S., & Hedman, J. (2011) · Journal of Information Technology Case and Application Research · doi:10.1080/15228053.2011.10856210 · Cited by 5
Knowledge Boundaries and Spanning Practices in Configuring Packaged Systems
Deng, X. N., & Davidson, E. (2013) · Journal of Information Technology Case and Application Research · doi:10.1080/15228053.2013.10845716 · Cited by 5
“For example, researchers have investigated the interplay of knowledge and power between IT consultants and client organizations (Pozzebon and Pinsonneault 2012) and the complexity of organizational processes for their knowledge transfer (Robey et al. 2002; Van Fenema et al. 2007).”
BackgroundMeissonier, R., Houzé, E., & Belbaly, N. (2007) · Gestion · doi:10.3917/riges.321.0020 · Cited by 5
Theorising about the Life Cycle of IT Use: An appropriation perspective
Fidock, J. J. T., & Carroll, J. M. (2012) · ANU Press eBooks · doi:10.22459/isf.10.2012.04 · Cited by 5
“None of the theories considered here clearly represents or draws on a dialectic perspective, although there are examples of such theories being employed in IS (Cho et al., 2007; Myers, 1994; Robey and Boudreau, 1999; Robey et al., 2002).”
BackgroundOn managing business, organization climate and enterprise system implementation
Upadhyay, P., Kundu, A., & Nair, S. (2016) · Journal of Workplace Learning · doi:10.1108/jwl-05-2016-0040 · Cited by 5
Cultural change through the implementation of an enterprise system
Skoumpopoulou, D., & Waring, T. (2017) · Journal of Enterprise Information Management · doi:10.1108/jeim-06-2016-0110 · Cited by 8
ERP and BI as Tools to Improve Information Quality in the Italian Setting: The Research Design
Caserio, C., & Trucco, S. (2018) · Contributions to management science · doi:10.1007/978-3-319-77679-8_4 · Cited by 5
The Impacts of ERP Integration on Information Quality
Caserio, C., & Trucco, S. (2020) · INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY · doi:10.24297/ijmit.v15i.8627 · Cited by 5
“…data management and to allow data integration and sharing [5]; b) the possibility to share consistent information across different functional areas [6]; c) the capacity to improve reliability, timeliness, comparability and relevance of information [7], [8]; d) the possibility to achieve flexible…”
BackgroundGhafoor, M., Nawab, S., & Shafi, K. (2021) · Journal of Management and Research · doi:10.29145/jmr/81/080108 · Cited by 5
“KM is utilized throughout the life cycle of the ERP system by choosing, implementing, and using the ERP system, both inputs and outputs, that is by 186 Journal of Management and Research Volume 8 Issue 1, 2021 supporting and consulting the client (O’Leary, 2002; Robey et al., 2002).”
BackgroundMethodClustering ERP Implementation Project Activities: A Foundation for Project Size Definition
Janssens, G., Kusters, R. R., & Heemstra, F. F. (2007) · doi:10.5220/0002413800230032 · Cited by 5
Gao, L., Liu, L., Feng, Y., & Hu, Q. (2014) · Cited by 5
Understanding ERP Implementation Methods: The Case of ASAP
Hedman, J. (2004) · Lund University Publications (Lund University) · Cited by 5
Individual Infusion of Information Systems: The Role of Adaptation and Individual Cognitions
Fadel, K. J. (2006) · Journal of the Association for Information Systems · Cited by 5
Modeling Security in Acceptance of Electronic Health Record Systems
Hewitt, B., & McLeod, A. J., Jr. (2011) · Journal of Information Privacy and Security · doi:10.1080/15536548.2011.10855916 · Cited by 5
Song, J. B., Dai, D. S., Wang, D. B., et al. (2006) · Materials science forum · doi:10.4028/www.scientific.net/msf.505-507.901 · Cited by 5
Taking Knowledge Management on the ERP road: A two-dimensional analysis
Metaxiotis, K. S., & Ergazakis, K. (2010) · Conference proceedings/Conference proceedings - IEEE International Conference on Systems, Man, and Cybernetics · doi:10.1109/icsmc.2010.5641769 · Cited by 5
“Implementation team members are, by defmition, knowledge workers who put their experience and knowledge into work, are influenced by the knowledge they gain during the ERP implementation project, and become more valuable for the organization as they grow more and more knowledgeable about the new system [32].”
BackgroundTsai, H. P., & Compeau, D. (2017) · ACM SIGMIS Database the DATABASE for Advances in Information Systems · doi:10.1145/3158421.3158425 · Cited by 5
“Common causes of implementation failure include poor design due to insufficient user input, absence of management support, inadequate training, miscommunication, and a lack of coordination between technology change and process change (Amoako-Gyampah & Salam, 2004; Finney & Corbett, 2007; Robey et al., 2002; Sarker & L…”
BackgroundAn expert-based taxonomy of ERP implementation activities
Janssens, G., van Moorst, L., Kusters, R. R., et al. (2018) · Journal of Computer Information Systems · doi:10.1080/08874417.2018.1429958 · Cited by 5
“Robey et al.(16) states that “Stage theories allow participants to anticipate future challenges, but they do not provide an understanding of the underlying process.”
Background
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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