The implementation literature shows that many organizations are able to install enterprise systems (ES), in the sense that they make the system available for use, but failed in their efforts to diffuse and incorporate the system throughout the organization's daily practices. This difficulty is not new. It is wever, the special characteristics of ES re-motivate an enquiry into issues of technological diffusion and the related areas of learning. This research identifies and describes the process and key actions associated with the diffusion of ES. The presentation focuses on two key case studies. The methodology utilizes in-depth case studies for constructing theory from the observed field data. The ES diffusion model presented puts use amidst a network of knowledge flows and learning episodes. This new perspective puts more emphasis on the importance of experiential learning than some accounts and reaffirms the vital role of knowledge creation and sharing. The studies also show how the diffusion of ES throughout the organizations was an iterative, cumulative, and virtuous process over time. Finally, the studies confirm that it is the different dimensions of business adaptation and system configuration and tailoring, that represent the authentic signature of the ES implementation experience.
Lorenzo, O., Kawalek, P., & Wood-Harper, T. (2005). Embedding the Enterprise System into the Enterprise: A Model of Corporate Diffusion. Communications of the Association for Information Systems, 15, pp-pp. https://doi.org/10.17705/1CAIS.01534