Change Management Perspectives in an ERP Module Implementation: A Case Study in a Telecommunication Company

Abstract

Successful Enterprise Resource Planning (ERP) projects require change management to support the integration of the ERP systems into work environment because ERP implementations involve lots of changes on technical infrastructures, business processes, organization structure, rules and skills of people in the organization. This study was aimed to explain the challenges in implementing an ERP module in a Indonesian telecommunication company, focusing on the change management process involves in the project. A case study at a telecommunication company was used to collect empirical data and to analyses important aspects of project arrangements that will have an impact on the change management process accompanying the ERP implementation project. The following two aspects of changes were analyzed as the impact of ERP implementation: changes in individual behaviors and changes in the organisational practices. Based on the empirical study, two important aspects of change management effectiveness in the project and post-project stage were highlighted: alignment of the organization structure to support IT-business collaboration and alignment of employee orientation towards effective use of ERP systems. Besides, this study also highlighted that it is important to plan and execute change management process in the post-project stage to obtain benefits from ERP implementation.

On change management for enterprise accounting system: iterative content analysis for success factors

“…The role of change management is considerably significant in the implementation of ERP systems particularly in minimizing change resistance that can potentially result in the failure of ERP system implementation (Nasution, 2010). The study of change management generally centers on how appropriate the strategies allow the transition from organizational resistance to organizational acceptance of the use of a system (Al-Nafjan & Al-Mudimigh, 2011;Aladwani, 2001;Alballaa & Al-Mudimigh, 2011;Simatupang et al, 2016). Despite its significance, it seems that there is still very limited research that has identified the factors that take into account the aspects of successful change management within ERP implementation.…”

IT Governance and ERP Post-implementation: Analysing the Impact of IT Business Alignment and IT Benefits Management on ERP Operation and Enhancement

“…Many studies (e.g. Genoulaz et al, 2005;Govindaraju, 2012;Simatupang et al, 2016) have emphasised that going live is not the end of an ERP implementation. On the contrary, it is the end of the beginning of a Govindaraju et al 579 journey towards improvement, innovation and agility.…”