Abstract
ERP-systems are software packages that enable the integration of transactions oriented data and business processes throughout an organisation. ERP-implementation projects can be viewed as processes of organisational change: many problems related to ERP-implementation are related to a misfit of the system with the characteristics of the organisation. This article uses the evidence of a case study to uncover some important dimensions of the organisational change issues related to ERP-projects. The study shows how ERP-implementation can impact the interests of stakeholders of the ERP-system and how these groups may react by influencing the course of events, for example by altering the design and implementation in ways that are more consistent with their interests. Understanding the possible impact of ERP on particular interests of stakeholders may help project managers and others to manage ERP-implementations more effectively.
| Original language | English |
|---|---|
| Pages (from-to) | 38-52 |
| Number of pages | 15 |
| Journal | International Journal of Project Management |
| Volume | 24 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - Jan-2006 |