Enterprise resource planning and organisational innovation: a management perspective

The findings indicate that ERP should be incorporated within a wider change programme, with changes to people management and cultural practices, in addition to process change.

Abstract

Purpose To explore the organisational issues involved in implementing an enterprise resource Planning (ERP) system as the main approach to change management within a large global organisation, from a management perspective. Design/methodology/approach A case based research approach is used which includes participant observation and semi structured interviews with all of the case management team. Findings The findings indicate that ERP should be incorporated within a wider change programme, with changes to people management and cultural practices, in addition to process change. Much more consideration should be given to organisational change issues prior to design and implementation of ERP. Research limitations/implications The study is limited to that of a management perspective. Practical implications The findings can be used to guide management teams in designing and implementing ERP as part of a wider approach to organisational change. Originality/value The paper contributes to the need for ERP studies that go beyond technical implementation issues and which address associated complex change management.