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Abstract

ERP system implementations are often problematic leading to numerous problems during and after the introduction. Although user involvement is regarded as an important success factor, the implementation difficulties indicate a lack of under- standing of the process as well as methods and tools to mediate it. We argue that ERP implementations have to be understood as design processes requiring knowledge in- tegration across different domains, and that appropriate activities should be performed to facilitate the knowledge integration. We use an in-depth case study of an ERP im- plementation to support our claim; applying a design perspective shows how knowl- edge integration problems lead to difficulties in the implementation process. Based on these results we discuss different remedies from the participatory design discourse.

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