This paper is based upon the case study of a big company engaging into a business process organization thanks to an ERP. The authors make use of Bernard, Rivard & Aubert (2004) analysis framework to explain troubles observed four years later the implementation. The authors bring further understanding by making clear the existence of a adversarial relationships between three antagonistic perceptions of what the core of the enterprise business is.
Bertrand, Thierry and Geffroy-Maronnat, Bénédicte
"ERP et visions métiers conflictuelles : cas d'une entreprise en mutation,"
Systèmes d'Information et Management:
4, Article 4.
Available at: http://aisel.aisnet.org/sim/vol10/iss4/4