Many organizations still find it painful to implement an enterprise resource planning (ERP) system. Although ERP projects are collaborative efforts that many separate organizations conduct, academic research has not investigated ERPs fully from this perspective. To identify the challenges in ERP development networks (EDNs), we carried out an interpretive empirical study by using grounded theory to analyze data. After identifying 10 EDN challenges and analyzing the associations between the challenges further, we constructed a model that explains the challenges in ERP development networks. Relationship conflicts (root causes) create or reinforce one or more operational problems (consequences). Changes in the EDN structure initiate or reinforce the other two types. Whereas the existing literature has discussed ERP challenges mainly separately, we offer a more profound explanation of how they emerge and interrelate. Our findings aid practitioners in recognizing and focusing on the root causes of challenges rather than firefighting consequences. The findings can provide useful insights into collaborative and dynamic environments where multiple organizations interact.
Part 4: Application Areas and EvaluationInternational audienceThe requirement specifications are centric in the IS acquisition process, also in public sector. In addition to the regulatory factors multiple stakeholders are often involved in the procurement process. Yet their expertise varies and is often limited to a narrow sector or a specific field. For this paper, we conducted a single case study on an IS acquisition in a middle-sized city. The function nominated a project manager for the project, with little if any prior experience of IS or of their acquisition. The counterpart in the CIO’s office had that knowledge but had little domain knowledge about the requirements. The third party involved was the Procurement and Tendering office. Having specialized in serving the variety of functions in that particular field, the specific areas become inevitably omitted. All three parties argued that their requirements specifications were good, if not great. We observed how such a trident, having reported successful completion of their duties, still missed the point. The tendering resulted in little short of a disaster; two projects were contested, and lost in the market court
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