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 601–700 of 1,018
IS Education Revisited: Reflections on a BSc Program in Business Information Systems Design
Kajtazi, M., & Holmberg, N. (2019) · International Conference on Information Management · doi:10.1109/infoman.2019.8714656 · Cited by 5
A Comparative Study of ANFIS Membership Function to Predict ERP User Satisfaction using ANN and MLRA
Gupta, N., Sharma, G., & Sharma, R. S. (2014) · Cited by 5
Fused or Unfused? The Parable of ERP II
Haddara, M., & Constantini, A. (2021) · International journal of information systems and project management · doi:10.12821/ijispm080303 · Cited by 5
“While this usually involves costs and efforts, Robey et al. [5] state that the primary benefit from implementing an ERP system might result from adopting new business processes.”
BackgroundChi, L., & Deng, X. N. (2011) · Journal of the Association for Information Systems · Cited by 5
Managing A Feature-Function-Stakeholder (FFS) Fit Process in An Enterprise System Implementation
Pan, S. L., & Sritharan, S. (2007) · Journal of the Association for Information Systems · Cited by 5
ERP Implementation: A Technological Diffusion and Knowledge Transfer Perspective.
Xu, B., & Cybulski, J. L. (2004) · Journal of the Association for Information Systems · Cited by 4
Deneckere, R., Hug, C., Onderstal, J., & Brinkkemper, S. (2015) · International Conference on Research Challenges in Information Science (RCIS) · doi:10.1109/rcis.2015.7128888 · Cited by 5
“However, SPOs are confronted with many obstacles in arranging a smooth implementation of their products into customer organizations [2][3].”
Global Auto: The ERP Implementation Project
Akbulut, A. Y., Subramanian, R., & Motwani, J. G. (2006) · Journal of Information Technology Case and Application Research · doi:10.1080/15228053.2006.10856100 · Cited by 5
Identifying elements of enterprise wide application selection eco-system
Skibniewski, M. J., & Ghosh, S. (2008) · doi:10.3846/isarc.20080626.810 · Cited by 5
THE ROLE OF IS PROJECT CRITICAL SUCCESS FACTORS : A RELEVATORY CASE
Chua, C. E. H., & Lim, W. K. (2009) · International Conference on Information Systems · Cited by 5
MANAGING STRATEGIC CHANGE AT GEOTHERMAL DEVELOPMENT COMPANY IN KENYA
Jepchirchir, R. T., & Memba, F. (2016) · International Journal of Business Strategies · doi:10.47672/ijbs.35 · Cited by 5
Efficiency of knowledge integration in enterprise systems implementation
Ebrahimi, S., Ibrahim, O., Hussin, A. R. C., et al. (2013) · Swinburne figshare (Swinburne University of Technology) · Cited by 5
The Right Path to SCM-CRM Integration
Mason, C. H., & Roth, A. V. (2009) · IGI Global eBooks · doi:10.4018/978-1-59904-859-8.ch011 · Cited by 5
An Examination of the Role of IT Governance in the ERP Post-Implementation Phase
Usher, B. M., & Olfman, L. (2009) · Journal of the Association for Information Systems · Cited by 5
The Diffusion of Enterprise Systems Within Organizations: A Social Learning Theory Perspective
Quiles, O. L., Kawalek, P., & Ramdani, B. (2008) · Journal of the Association for Information Systems · Cited by 5
Elbardan, H. (2014) · Brunel University Research Archive (BURA) (Brunel University London) · Cited by 5
Enterprise Systems Adoption and Firm Performance in Europe: The Role of InnovationPreprint
Zand, F., & van Beers, C. P. (2010) · RePEc: Research Papers in Economics · Cited by 5
Berente, N. (2014) · SSRN Electronic Journal · doi:10.2139/ssrn.2521233 · Cited by 5
Adoption Implementation and usage of enterprise system an empirical study
Ahmad, N. (2013) · Shodhganga · Cited by 5
Going from Data to Decisions: Preparing Students to use Enterprise Systems
Kreie, J., Mora‐Monge, C. A., & Shannon, J. G. (2010) · Cited by 4
ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS IMPLEMENTATION AND INTERNAL AUDIT FUNCTION CHANGE
Elbardan, H., & Ali, M. (2011) · Journal of the Association for Information Systems · Cited by 4
Centralized and Distributed ERP Development Models: Operations and Challenges.
Alanne, A., Pekkola, S., & Kähkönen, T. (2014) · Journal of the Association for Information Systems · Cited by 4
Implementing a Service-Oriented Architecture: A Technochange Approach
Hustad, E., & Staverløkk, L. (2013) · Springer eBooks · doi:10.1007/978-1-4614-4951-5_42 · Cited by 4
“frameworks focusing on enterprise-wide implementation of different kinds of enterprise information systems (Lam 2005; Markus 2004; Robey et al. 2002).”
BackgroundThe IT Culture as an Obstacle to the Adoption of an ERP: Case of a High-Tech SME
Meissonier, R., Houzé, E., & Belbaly, N. A. (2007) · Springer eBooks · doi:10.1007/978-0-387-70761-7_24 · Cited by 4
Toward Understanding Contradictions in Enterprise System Implementations: Insights from a Case Study
Nordheim, S. (2013) · Springer eBooks · doi:10.1007/978-1-4614-4951-5_35 · Cited by 4
“In ES implementations, value conflicts occur between stakeholders (Allen 2005), and a dialectic perspective thus explains important aspects of the ES implementation process (Besson and Rowe 2001; Nordheim and Päivärinta 2006; Robey et al. 2002; Sia and Soh 2007).”
BackgroundERP Systems in the Extended Value Chain of the Food Industry
Hedman, J., & Henningson, S. (2008) · Springer eBooks · doi:10.1007/978-1-84800-183-1_2 · Cited by 3
“The implementation of ERP systems is a difficult and costly organisational experiment ( Robey et al., 2002 ).”
BackgroundCorsi, K., Rizzo, D., & Trucco, S. (2013) · Lecture notes in information systems and organisation · doi:10.1007/978-3-642-35761-9_15 · Cited by 4
Developing and Customizing Federated ERP Systems
Lübke, D., & Gómez, J. M. (2009) · International Journal of Enterprise Information Systems · doi:10.4018/jeis.2009070104 · Cited by 4
Enterprise Resource Planning Systems Implementation: Effects on Accounting Information Processing
Tijani, O. M., & Ogundeji, M. G. (2014) · Advances in Economics and Business · doi:10.13189/aeb.2014.020203 · Cited by 4
“Keywords Accounting Information Processing, Technological Sophistication, Transaction Processing Systems, Enterprise Resource Planning, Nigeria JEL Classification: MO, M4, M15, M41”
BackgroundRobey, D., & Khoo, H. M. (2006) · Cited by 4
Self-citationImplementing New Age Performance Management System in IT MNC: Leveraging Communication and Training
Devarajan, R., Maheshwari, S., & Vohra, V. (2016) · South Asian Journal of Business and Management Cases · doi:10.1177/2277977916665983 · Cited by 5
Wanchai, P. (2017) · Lecture notes in business information processing · doi:10.1007/978-3-319-58801-8_1 · Cited by 4
Architecting Enterprises for IT-Enabled Value Creation
SenGupta, S. (2012) · International Journal of Green Computing · doi:10.4018/jgc.2012010102 · Cited by 4
Factors Impacting Use of Health IT Applications
Ashtari, S., & Bellamy, A. (2019) · International Journal of Healthcare Information Systems and Informatics · doi:10.4018/ijhisi.2019100103 · Cited by 4
Measuring Utilization of ERP Systems Usage in SMEs
Hedman, J., & Björn, J. (2010) · Advances in business information systems and analytics book series · doi:10.4018/978-1-61692-020-3.ch018 · Cited by 4
Why do information system controls fail to prevent unethical behavior?
Sherif, K., Pitre, R., & Kamara, M. (2016) · VINE Journal of Information and Knowledge Management Systems · doi:10.1108/vjikms-04-2015-0028 · Cited by 4
Fraiha, S. (2011) · Scholarship@Western (Western University) · Cited by 4
An examination of user resistance in mandatory adoption of enterprise systems
Blanton, J. E., & Klaus, T. P. (2006) · Cited by 4
Market reaction to enterprise applications: a multicultural perspective
da Silva, A. C. R., Lorenzo, O., & Chávez, G. (2015) · Journal of Accounting & Organizational Change · doi:10.1108/jaoc-11-2012-0107 · Cited by 4
Training for ERP: Does the IS Training Literature Have Value?
Calvert, C., & Carroll, J. (2005) · Journal of the Association for Information Systems · Cited by 4
Understanding Team Influence on Professionals’ Acceptance of Large- Scale Systems
Ke, W., Xue, Y., Liang, H., & Wei, K. (2006) · Pacific Asia Conference on Information Systems · Cited by 4
Groleau, C. (2008) · Springer eBooks · doi:10.1007/978-1-84800-183-1_3 · Cited by 4
“Designated as the most popular software system of the 20th century, ERP (Enterprise Resource Planning) systems have generated much interest among practitioners as well as researchers over the last two decades ( Robey et al., 2002 ).”
BackgroundRosemann, M., Vessey, I., Weber, R. A. G., & Wyssusek, B. (2005) · Journal of the Association for Information Systems · Cited by 4
Dialectics and Contradictions in Public Procurement of Information Systems
Moe, C. E., & Sein, M. K. (2014) · Lecture notes in computer science · doi:10.1007/978-3-662-44426-9_24 · Cited by 4
“The theoretical premise of several of these studies has been dialectics [4, 6-8].”
BackgroundMethodImplementing an Enterprise System: A dialectic perspective
Nordheim, S. (2015) · Cited by 4
Bedia, A. M. S., & Moliner, G. (2006) · RePEc: Research Papers in Economics · Cited by 4
An Experience of Reuse Based Requirements Engineering in ERP Implementation Projects
Salinesi, C., Bouzid, M., & Elfassy, E. (2007) · Proceedings - International Enterprise Distributed Object Computing Conference · doi:10.1109/edoc.2007.46 · Cited by 4
“In this regard, a quick review of the literature [5] [6] [7] [8] [9] [10] analyzing this subject shows that at least 5 different axis of research could be further developed in order to tackle the following problems:”
BackgroundOrganizational Change in ERP Implementation: A dialectical perspective
Chiang, M.-H. (2013) · Cited by 4
A Cross-cultural Analysis of ERP Implementation by US and Greek Companies
Motwani, J. G., Akbulut, A. Y., & Argyropoulou, M. (2008) · Springer eBooks · doi:10.1007/978-1-84800-183-1_11 · Cited by 4
“Organisations, especially in developing countries, have adopted these information systems extensively to overcome the limitations of fragmented and incompatible stand-alone and legacy systems (Huang and Palvia, 2001; Sharma et al., 2002; Robey et al., 2002 ).”
BackgroundEXTRACTING VALUE FROM ERP INVESTMENTS : A CLOSER LOOK AT THE INTEGRATION PROCESS
Gagnon, E., & Pinsonneault, A. (2009) · Journal of the Association for Information Systems · Cited by 4
Vitliemov, P. (2019) · IOP Conference Series Materials Science and Engineering · doi:10.1088/1757-899x/618/1/012076 · Cited by 4
“The notorious failures of some of the early implementations (see examples in, 23) gave rise to much research on the typical pitfalls and success factors of implementing information systems (for reviews and recent examples, see, e.g., 2,25,26,29,31).”
BackgroundKe, W., & Wei, K. (2015) · Journal of the Association for Information Systems · Cited by 4
El impacto de los factores críticos de éxito en la implementación de sistemas integrados de ERP
Universidad ESAN, P., & Maldonado, M. (2008) · Cuadernos de difusión · doi:10.46631/jefas.2008.v13n25.04 · Cited by 4
Gestión competitiva en los destinos turísticos de interior
Acosta, E. O. (2006) · doi:10.4995/thesis/10251/1893 · Cited by 4
Infusion of Information Systems: The Role of Adaptation and Individual Cognitions
Fadel, K. J. (2007) · UA Campus Repository (The University of Arizona) · Cited by 4
Kanitz, R., Gonzalez, K., Fugate, M., & Venkatesh, V. (2026) · Journal of Organizational Behavior · doi:10.1002/job.70080 · Cited by 3
ERP implementation by US, Indian and Greek companies: a comparative analysis
Motwani, J. G., Akbulut, A. Y., Subramanian, R., & Argyropoulou, M. (2008) · International Journal of Logistics Systems and Management · doi:10.1504/ijlsm.2008.019186 · Cited by 3
An Empirical Evaluation of a Reuse Based Approach for ERP Customization
Bouzid, M., & Kraïem, N. (2012) · Cited by 3
ERP and Four Dimensions of Absorptive Capacity: Lessons from a Developing Country
Gil, M. J. Á., Aksoy, D., & Kulcsar, B. (2009) · Communications in computer and information science · doi:10.1007/978-3-642-04757-2_41 · Cited by 3
“However, the companies that were less successful spent a maximum of 10 percent of their Project budgets on training [24].”
BackgroundKnowledge Management For Enterprise Systems: A Review Of The Literature.
Ebrahimi, S. (2012) · Pacific Asia Conference on Information Systems · Cited by 3
Worou, R. D. (2014) · Management & Avenir · doi:10.3917/mav.073.0189 · Cited by 3
Review of misfit issues between ERP principles and organisations
Pan, Y.-C., & Tang, Y. (2010) · doi:10.1109/icemt.2010.5657545 · Cited by 3
“Those processes are considered as ‘best practice’ and have been widely adopted in the most popular business information systems such as ERP for over two decades[8, 9].”
BackgroundRelationship between Information System and Information Overload. A Preliminary Analysis
Caserio, C., & Trucco, S. (2016) · INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY · doi:10.24297/ijmit.v11i5.5669 · Cited by 4
“Its usage is generally justified by the need to share consistent information across different functional areas of a company [46].”
BackgroundBeyond Knowledge Integration Barriers in ERP Implementations
López, V. (2018) · Journal of information and organizational sciences · doi:10.31341/jios.42.2.1 · Cited by 3
“Therefore, ERPs may embody powerful institutional logics that will constrain the activities of organizational actors [11]; but at the same, their logic will be (re)shaped across time based on the evolution of institutional logics and the appearance of new requirements.”
BackgroundInfluentialHow Do You Perpetuate IT-Enabled Change When Top Management Participation and Involvement Diminish?
Chua, C. E. H., Yeow, A. Y. K., & Soh, C. W. L. (2019) · Pacific Asia journal of the Association for Information Systems · doi:10.17705/1pais.11402 · Cited by 3
“Generally, when top management participation and involvement decline, change initiatives fail (Robey et al., 2002).”
BackgroundExpectation confirmation and assimilation of enterprise technology
Assadi, P. (2023) · Journal of economic and administrative sciences. · doi:10.1108/jeas-08-2022-0198 · Cited by 2
Key Knowledge Challenges Impacting an ERP implementation in an Emerging Economy Context
Ramburn, A., & Seymour, L. F. (2014) · Cited by 3
Critical success factors of ERP benefits in CREM: evidence from Austria, Germany and Switzerland
Janßen-Tapken, D., & Pfnür, A. (2016) · Journal of Corporate Real Estate · doi:10.1108/jcre-10-2015-0032 · Cited by 3
López-Muñoz, J. F., & Escribá‐Esteve, A. (2021) · International journal of information systems and project management · doi:10.12821/ijispm070401 · Cited by 3
“However, studies on ERP’s critical success factors [28, 29] and studies on ERP’s effects and risks [30, 31] offer few insights beyond conventional wisdom, and many lack theoretical explanations that adequately explain why the outcomes occur as they do and the way in which findings are reported [32, 33].”
BackgroundWamba, S. F., & Edwards, A. C. (2014) · Americas Conference on Information Systems · Cited by 3
Govindaraju, R., Bruijn, E. J. D., & Fisscher, O. A. M. (2002) · University of Twente Research Information · Cited by 3
Légitimer l’implémentation d’un ERP: une comparaison Canada – Thailande
Meissonier, R., Lapointe, L., & Houzé, E. (2015) · Journal of Decision System · doi:10.1080/12460125.2015.1046719 · Cited by 3
“…politique managériale associée (Lim, Shan Ling, & Chee Wee, 2005), la conduite du changement (Markus, Axline, Petrie, & Tanis, 2000; Mcafee, 2007; Robey, Ross, & Boudreau, 2002), etc. Pour autant, le fait que les ERP représentent aujourd ’ hui un référen-tiel dans de nombreux secteurs…”
BackgroundTHE ROLE OF CONTEXT IN MANAGING INFORMATION INFRASTRUCTURE SERVICES
Augustsson, N., Nilsson, A., & Holmström, J. (2010) · International Conference on Information Systems · Cited by 3
ERP System Procurement in SMEs – Two contrasting ways
Johansson, B., Laurinavičius, R., & Venčkauskaitė, A. (2013) · Journal of the Association for Information Systems · Cited by 3
The Role of Implementation Strategy in Enterprise System Adoption
Soja, P. (2011) · Springer eBooks · doi:10.1007/978-1-4419-9790-6_57 · Cited by 3
Abu-Khadra, H. A., Al‐Hayale, T., & Al-Nasir, N. (2012) · International Journal of Information Technology Project Management · doi:10.4018/jitpm.2012040103 · Cited by 3
Palanisamy, R. (2009) · Journal of Information & Knowledge Management · doi:10.1142/s0219649209002208 · Cited by 3
“Compared to traditional information systems the ERP implementation phases require more knowledge (Jones and Price, 2004), which entails a wider variety of experiences, world views, perspectives and abilities (Robey et al., 2002).”
BackgroundHow Team Cohesion Leads to Attitude Change in the Context of ERP Learning
Kwak, D.-H., Srite, M., Hightower, R., et al. (2013) · International Conference on Information Systems · Cited by 3
Ruzé, E. (2011) · Vie & sciences de l entreprise · doi:10.3917/vse.188.0038 · Cited by 2
Southwick, R. (2002) · Cited by 3
Achieving Individual Adoption of an e-ordering applications with a 'benefit imbalance'
Reunis, M. R. B., & Santema, S. C. (2005) · TU/e Research Portal · Cited by 3
Acquiring ERP Business Process Knowledge: A Network Structure Analysis
Schmidt, P. J., Davis, F. D., Davis, C. C., & Cronan, T. P. (2011) · Hawaii International Conference on System Sciences (HICSS) · doi:10.1109/hicss.2011.41 · Cited by 3
“ERP implementations are widely known to have major business process impacts [25].”
BackgroundAkkeren, J. V. (2012) · Public Money & Management · doi:10.1080/09540962.2012.643065 · Cited by 3
“These include organizational issues in the area of resistance to change (Gupta, 2000; Ross and Vitale, 2000; Robey et al., 2002; Lodge and Bamford, 2008), tensions between medical, accounting and managerial staff (Broadbent et al.”
BackgroundA design perspective on aligning process-centric and technology-centric approaches
Siurdyban, A., Svejvig, P., & Møller, C. (2012) · International Journal of Business Information Systems · doi:10.1504/ijbis.2012.048891 · Cited by 3
“It contradicts the traditional view in which technology is seen as merely ‘peripheral’ to BPM (Hammer, 2010) and processes are seen as one of the ‘results’ of IT systems implementation (Robey et al., 2002).”
Comparative advantage model founded on enterprise architecture in Japanese firms
Kamogawa, T., & Okada, H. (2011) · International Journal of Business Information Systems · doi:10.1504/ijbis.2011.039335 · Cited by 3
“The model presents an alignment between strategy and operations founded on EA at management through IT governance by relating with the IT project team level, meaning the staff level (Robey et al., 2002).”
BackgroundAlmeida, T., Teixeira, L. C., & Ferreira, C. M. D. S. (2010) · Communications in computer and information science · doi:10.1007/978-3-642-16419-4_27 · Cited by 3
“Several authors [15], [16], [ 17 ] refer that training is one of the most important factors in the success of an ERP implementation; however, those authors don’t indicate standardized times.”
BackgroundInfluentialSignificance of Software Metrics in ERP Projects
Parthasarathy, S., & Anbazhagan, N. (2006) · IEEE India Conference · doi:10.1109/indcon.2006.302776 · Cited by 3
“Key issues in ERP projects are the larger project duration due to schedule slippage, poor matching between the company's requirements and the ERP system and less support for maintenance from the ERP vendor [3] [4] [5].”
BackgroundThe Importance of Culture and Change Management in Planning for an ERP Implementation
Näslund, D. (2004) · Supply Chain Forum an International Journal · doi:10.1080/16258312.2004.11517124 · Cited by 3
Newell, S., Wagner, E. L., & Tansley, C. (2008) · Journal of the Association for Information Systems · Cited by 3
One Size Fits All? How Does Firm Heterogeneity Affect ERP Adaptation and Firm Performance?
Hsu, P. (2020) · Open Journal of Business and Management · doi:10.4236/ojbm.2020.86161 · Cited by 3
“On the other hand, case studies from Robey et al. (2002) and Rothenberger and Strite (2009) found that when top management involvement is low, ERP projects are treated as an IT project and, consequently, customization level is usually high in such cases.”
BackgroundERP Misfit: A Multidimensional Concept And Misfit Resolution
Liu, G. H. W., Wang, E. T. G., & Tai, J. C. F. (2011) · Journal of the Association for Information Systems · Cited by 3
Wang, W., Liu, L., Feng, Y., Shao, Z., & Gao, L. (2014) · Journal of the Association for Information Systems · Cited by 3
Knoell, H. D., Kuehl, L. W. H., Kuehl, R. W. A., et al. (2004) · Journal of Computing and Information Science in Engineering · doi:10.1115/1.1710865 · Cited by 3
Information Securing in Organizations
Li, Y., Stafford, T., Fuller, B., & Ellis, S. (2019) · ACM SIGCPR Conference on Computer Personnel Research (SIGCPR) · doi:10.1145/3322385.3322425 · Cited by 3
“To better understand the contraction that commonly occurs in organizations, we adopt a dialectic perspective that often applies in IS literature [1, 4, 33, 34, 35], on security-oriented (security model) and business-oriented (business model) organizational structures.”
BackgroundMethodEnterprise Systems – A Research AgendaPreprint
Maedche, A., & Mueller, B. (2012) · SSRN Electronic Journal · doi:10.2139/ssrn.2033145 · Cited by 3
“Within the social subsystem we consider humans as actors that behave according to organizational structures and norms that define the scope for their actions (Gosain 2004; Robey et al. 2002).”
BackgroundNguyen, Q. V., Tate, M., Calvert, P., & Aubert, B. A. (2016) · arXiv (Cornell University) · doi:10.48550/arxiv.1606.01431 · Cited by 5
“1996) in general and in the success of IT implementation (Ke and Wei 2006; Robey et al. 2002) in particular.”
BackgroundMethodInfluentialKarimi, J. (2017) · Cited by 3
Yi, S., Choi, J., & Kim, G. (2024) · Information Development · doi:10.1177/02666669241276427 · Cited by 3
“Additionally, prior research has indicated that an over-reliance on legacy systems can foster knowledge silos within an organization (Pan et al., 2001; Robey et al., 2002).”
A Real-World ERP Pre-Implementation Case for the Classroom
Bierstaker, J. L., Chung, Q., Lee, J. J.-Y., et al. (2014) · Communications of the Association for Information Systems · doi:10.17705/1cais.03406 · Cited by 2
“Tracing the causes of ERP implementation failures from the organizational and human sides, ERP failure research tends to point toward issues of training [Duplaga and Astani, 2003; Robey, Ross, and Boudreau, 2002] and change management [Bagchi, Kanungo, and Dasgupta, 2003; Robey et al., 2002].”
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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