1. Repositório Institucional da UFMG
  2. Publicações Científicas e Culturais
  3. Artigo de Periódico
Please use this identifier to cite or link to this item: http://hdl.handle.net/1843/47783
Full metadata record
DC FieldValueLanguage
dc.creatorPamella Drummondpt_BR
dc.creatorFernando Araujopt_BR
dc.creatorRenata Borgespt_BR
dc.date.accessioned2022-12-06T16:16:15Z-
dc.date.available2022-12-06T16:16:15Z-
dc.date.issued2017-
dc.citation.volume23pt_BR
dc.citation.issue5pt_BR
dc.citation.spage936pt_BR
dc.citation.epage956pt_BR
dc.identifier.doi10.1108/bpmj-05-2016-0107pt_BR
dc.identifier.issn14637154pt_BR
dc.identifier.urihttp://hdl.handle.net/1843/47783-
dc.description.resumoPurpose – The purpose of this paper is to investigate the large case of enterprise resource planning (ERP) system implementation in Latin America, performed between 2011 and 2015 in a Brazilian, multinational, publicly traded company. Using the organizational change literature as background, this research analyzes the barriers and factors of success by comparing the perspectives of ERP implementers and end-users, identifying success factors and barriers of this project. A conceptual framework is developed. Design/methodology/approach – The case study method was used to conduct an in-depth analysis of the interviews that captured the complexity of this process. The change management project team had exactly 11 implementers, of whom ten were interviewed, and 45 end-users, of whom 20 were interviewed. Findings – The results suggest that end-users and implementers have opposite perceptions regarding the role of previous experience, organizational processes, capacity for change, leadership behavior, and the interaction of business units. In general, implementers presented a more critical perception of the change processes. Conversely, implementers and end-users agreed that business needs and cultural values facilitated the ERP implementation, whereas organizational structure and geographic dispersion constrain it. Research limitations/implications – This research could have analyzed the results by region or by production line. Originality/value – The major contribution of this research is to offer a conceptual framework to analyze different views about the same project. This study deepens the understanding of ERP implementations by adding studies from other countries and different cultures. For practitioners, this case study aims to offer the experiences and perceptions that implementers and end-users had about the largest ERP implementation system in Latin America.pt_BR
dc.languageengpt_BR
dc.publisherUniversidade Federal de Minas Geraispt_BR
dc.publisher.countryBrasilpt_BR
dc.publisher.departmentFCE - DEPARTAMENTO DE CIÊNCIAS ADMINISTRATIVASpt_BR
dc.publisher.initialsUFMGpt_BR
dc.relation.ispartofBusiness Process Management Journalpt_BR
dc.rightsAcesso Abertopt_BR
dc.subjectProject managementpt_BR
dc.subjectCase studiespt_BR
dc.subjectERPpt_BR
dc.subjectOrganizational changept_BR
dc.subject.otherAdministração de empresaspt_BR
dc.titleMeeting halfway: assessing the differences between the perceptions of ERP implementers and end-userspt_BR
dc.typeArtigo de Periódicopt_BR
dc.url.externahttps://www.emerald.com/insight/content/doi/10.1108/BPMJ-05-2016-0107/full/htmlpt_BR
Appears in Collections:Artigo de Periódico

Files in This Item:
File Description SizeFormat 
Meeting halfway.pdf320.77 kBAdobe PDFView/Open
Show simple item record


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.