Meeting halfway: assessing the differences between the perceptions of ERP implementers and end-users
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Universidade Federal de Minas Gerais
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Artigo de periódico
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Membros da banca
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Purpose – 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.
Abstract
Assunto
Administração de empresas
Palavras-chave
Project management, Case studies, ERP, Organizational change
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Endereço externo
https://www.emerald.com/insight/content/doi/10.1108/BPMJ-05-2016-0107/full/html