Book contents
- Frontmatter
- Contents
- List of Contributors
- Introduction: ERP – The Quiet Revolution?
- Part I Implementation and Effectiveness: Overview
- Part II From Risks to Critical Success Factors
- Part III From Learning to Knowledge
- 10 Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure
- 11 ERP Projects: Good or Bad for SMEs?
- 12 The Role of the CIO and IT Functions in ERP
- 13 Enterprise System Management with Reference Process Models
- 14 An ERP Implementation Case Study from a Knowledge Transfer Perspective
- 15 Knowledge Integration Processes within the Context of Enterprise Resource Planning System Implementation
- Part IV Cultural Aspects of Enterprise Systems
- Part V Future Directions
- Index
- References
15 - Knowledge Integration Processes within the Context of Enterprise Resource Planning System Implementation
from Part III - From Learning to Knowledge
Published online by Cambridge University Press: 05 February 2012
Book contents
- Frontmatter
- Contents
- List of Contributors
- Introduction: ERP – The Quiet Revolution?
- Part I Implementation and Effectiveness: Overview
- Part II From Risks to Critical Success Factors
- Part III From Learning to Knowledge
- 10 Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure
- 11 ERP Projects: Good or Bad for SMEs?
- 12 The Role of the CIO and IT Functions in ERP
- 13 Enterprise System Management with Reference Process Models
- 14 An ERP Implementation Case Study from a Knowledge Transfer Perspective
- 15 Knowledge Integration Processes within the Context of Enterprise Resource Planning System Implementation
- Part IV Cultural Aspects of Enterprise Systems
- Part V Future Directions
- Index
- References
Summary
Introduction
An increasing number of multinational enterprises (MNE) have adopted ERP systems in the hope of increasing productivity and efficiency as a means of leveraging organizational competitiveness (Davenport, 1998; Wagle, 1998). While some are starting to harvest the benefits from their initial investments, others are still struggling to release the promised potential of their ERP systems. This can be seen as an illustration of the ‘productivity paradox’ (Fitzgerald, 1998), that is that firms face a significant problem in measuring the return on their IT investments. While there have been several accounts that have examined the adoption of technology, including ERP, few of these accounts have considered this from the perspective of cross-functional knowledge integration (Grant, 1996). Against this backdrop, a case study was conducted as a means of exploring and theorizing the dynamics of knowledge integration underlying the process of ERP implementation. In this paper we focus not only on presenting the theoretical framework but also on describing the stages that were undergone to derive this framework.
Current Debates and Perspectives
There is a great deal of literature conceptualizing the phenomenon of how firms implement new IT systems. This study draws upon research in four distinctive areas, including (1) the development of technology, (2) the process of technology implementation, (3) enabling and inhibiting factors, and (4) management of process innovation.
- Type
- Chapter
- Information
- Second-Wave Enterprise Resource Planning SystemsImplementing for Effectiveness, pp. 351 - 370Publisher: Cambridge University PressPrint publication year: 2003
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