How does an enterprise system implementation change interpersonal relationships in organizations

Abstract

PurposeAlthough research has suggested that enterprise system (ES) implementations have major impacts on employee job characteristics and outcomes, there has been limited research that has examined the impacts of ES implementations on interpersonal relationships over time. Building on and extending recent studies that have examined changes in employee job characteristics and outcomes during an ES implementation, this research examined the nature, extent, determinants and outcomes of changes in an important interpersonal relationship construct—coworker exchange (CWX)—following an ES implementation. CWX is considered a critical aspect of employees' job and an important determinant of their success in the workplace. Drawing on social exchange theory (SET), the authors theorize that employees will perceive a change in CWX following an ES implementation.Design/methodology/approachA longitudinal field study over a period of 6 months among 249 employees was conducted. Latent growth modeling was used to analyze the data.FindingsThe authors found that employees' work process characteristics, namely perceived process complexity, perceived process rigidity and perceived process radicalness, significantly explained change, i.e. decline in our case, in CWX during the shakedown phase of an ES implementation. The decreasing trajectory of change in CWX led to declining job performance and job satisfaction.Originality/valueThe role of CWX and its importance in the context of ES implementations is a key novel element of this work.

Does employee readiness to change impact organization change implementation? Empirical evidence from emerging economy

“…Several factors play their role in the commitment of employees' readiness to change, for instance, enthusiasm, employee creative behaviour, autonomy, leadership support and determination (Herold et al, 2007;Katsaros et al, 2020). Employees are a vital part of organizations and without employees, coordination organizations cannot implement change (Bala et al, 2021;Herold et al, 2007). In this study, self-determination theory and knowledge management strategies are taken as independent variables which directly impact employee readiness to change.…”

Exploring the employees’ behavioral intention towards disruptive technologies: A study in Malaysia

“…The paper provides a theoretical framework for understanding the factors influencing users' perceptions of ease of use and its impact on technology acceptance (Nayanajith et al, 2019). Technology Acceptance Model 3 (TAM3), which extends the original TAM by incorporating additional factors, including perceived ease of use, It examines the role of perceived ease of use in users' acceptance and usage of technology, highlighting its importance as a determinant of users' attitudes and intentions towards using technology (Venkatesh and Bala, 2021). When individuals perceive Industry 4.0 technologies as easy to understand, learn, and use in their operations management, they are more likely to develop a stronger intention to adopt and integrate disruptive technologies.…”

Simultaneous Effect of the Workplace Exchange Relationship on Employees’ Helping Behavior

“…Furthermore, although researchers have pointed out that a curvilinear relationship might exist between the variables of interest (e.g., Farh et al, 2010; Lam et al, 2014; Le et al, 2011), previous studies often classified employees’ exchange relationships as high (positive) or low (negative; Eby & Allen, 2012) and examined their linear relationship with relevant outcomes (e.g., Bala et al, 2021; Bauer et al, 2006; Erdogan & Enders, 2007; Golden & Veiga, 2008; Harris et al, 2009; Hui et al, 1999; Kacmar et al, 2003; Lai et al, 2021; Liu et al, 2021; Ng et al, 2014; Schriesheim et al, 2000; Settoon et al, 1996). These studies ignore the possible curvilinear relationship (e.g., a moderate level of LMX and CWX) between LMX, CWX, and relevant variables.…”