Location
260-057, Owen G. Glenn Building
Start Date
12-15-2014
Description
Research on Critical Success Factors (CSFs) for ERP (Enterprise Resource Planning) implementations has paid so far little attention to(1) ERP programs and challenges stemming from interdependent, related projects, and (2) intergroup relations, which are particularly evident in these implementations. We approach this gap and identify CSFs through a single, interpretive, post-merger case study of a complex ERP program, using a grounded theory approach, particularly as a coding technique. We use the Social Identity Theory (SIT) as a lens for understanding the dynamics within the ERP program lifecycle. Our results suggest that, within the ERP program the perceptions of differentgroups were diverging, which contributed to the crisis within the main project. However, a positive reflection and converging views after the crisis eventually resulted in a successful program. Using the SIT perspective was valuable to interpret the identified CSFs, which offer important implications for research and practice.
Recommended Citation
Mueller, Stefan K.; Mendling, Jan; and Bernroider, Edward, "Converging Perceptions After a Crisis Leading to Successful Change - Dynamics of CSFs in a Post-Merger ERP Program" (2014). ICIS 2014 Proceedings. 14.
https://aisel.aisnet.org/icis2014/proceedings/ProjectManagement/14
Converging Perceptions After a Crisis Leading to Successful Change - Dynamics of CSFs in a Post-Merger ERP Program
260-057, Owen G. Glenn Building
Research on Critical Success Factors (CSFs) for ERP (Enterprise Resource Planning) implementations has paid so far little attention to(1) ERP programs and challenges stemming from interdependent, related projects, and (2) intergroup relations, which are particularly evident in these implementations. We approach this gap and identify CSFs through a single, interpretive, post-merger case study of a complex ERP program, using a grounded theory approach, particularly as a coding technique. We use the Social Identity Theory (SIT) as a lens for understanding the dynamics within the ERP program lifecycle. Our results suggest that, within the ERP program the perceptions of differentgroups were diverging, which contributed to the crisis within the main project. However, a positive reflection and converging views after the crisis eventually resulted in a successful program. Using the SIT perspective was valuable to interpret the identified CSFs, which offer important implications for research and practice.