ERP implementation: An integrated process of radical change and continuous learning

2003/06/01 by Pernille Kraemmerand, Charles Møller, Harry Boer · 4 citations
Business, Management and Accounting · #ERP Systems Implementation and Impact #Information Technology Governance and Strategy #Outsourcing and Supply Chain Management

paper · doi:10.1080/0953728031000117959

openalex publication_date 2003/06/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/29

Abstract

This paper seeks to develop management theory that can be used to increase the likelihood of ERP implementation success. The paper argues and demonstrates that an ERP implementation can be understood as an intended radical change that can be managed to some extent. But during the use of the system, incremental changes are bound to take place, which are unintended and difficult to manage. Using, therefore, and combining positivist and constructivist viewpoints, six different propositions on ERP implementation are developed. The paper reasons that organizations that understand these propositions are more likely to implement and use ERP successfully. The findings of a longitudinal case study of the implementation and use of BaaN in a Danish company support the propositions put forward in the paper.

Citations

• Organizational Learning: The Contributing Processes and the Literatures
• Technology Diffusion and Organizational Learning: The Case of Business Computing
• Exploration and Exploitation in Organizational Learning
• The Science of "Muddling Through"

Cited by

• ERP II: a conceptual framework for next‐generation enterprise systems?
• Critical success factors in enterprise resource planning systems
• Estimating the impact of enterprise resource planning project management decisions on post-implementation maintenance costs: a case study using simulation modelling
• Enterprise resource planning [wikipedia]