Knowledge Management Implications in ERP Implementations: Evidence from Sri Lankan Cases

Abstract

Knowledge Management (KM) plays a major role in the success of implementing Enterprise Resource Planning (ERP) systems in business organizations. This research aims to provide an in-depth understanding of ERP implementation processes in Sri Lanka. The major issues associated with KM in ERP implementations are brought into light and possible strategies for overcoming such issues are identified. The research builds on the work of Baskerville et al. (2006), and focuses on the importance of 'operational level' knowledge practices of capturing, integrating and sharing during ERP system implementations. Results of multiple case study interviewshave been analyzed using cognitive maps to determine the issues deem to have a major impact on the success of ERP implementations. Some of the key strategies that can be used to overcome the problems associated with KM in ERP implementations are presented.

Enterprise Resource Planning Systems and Knowledge Management: A Review of the Literature and Conceptual Framework

“…According to McGinnis and Huang (2004) KM in ERP implementation can face challenges such as knowledge carrying bodies are perpetual, lack of check and balance process on knowledge, huge breath and volume of knowledge prevent it to consolidated into a single deliverable outcome at the end of implementation. The major issues associated with KM in ERP implementations are poor business process documentation, unwillingness to leave the old system, poor requirement identification, the ineffectiveness of awareness programs, and fear of increased workload (Suraweera et al, 2008). All the above challenges make it imperative to revise and replace the old methodologies of ERP implementation and create new ones by incorporating KM (McGinnis & Huang, 2004).…”

“…The process-based nature of organizational knowledge is a major concern for enterprise system's knowledge management when viewed from organizational memory approach (Vandaie, 2008). Hence a clear understanding of KM-related issues is quite important for future ERP implementations (Suraweera et al, 2008). Focusing on the underlying issues associated with integration, future ERP systems may have a KM module which could overcome the tradeoff differences of two managerial philosophies (Xu et al, 2006).…”

“…One of the major challenges ERP and KM related companies face today is the enterprise system knowledge, Parry and Graves (2008) especially the results and ramifications which are a tacit part of ERP knowledge, (Vandaie, 2008) thus inhibiting the ERP implementation success (Suraweera et al, 2008). Research needs to focus on devices facilitating KM within or between organizations (O' Leary, 2002) as the features related with mobility and internet of the device have not been considered (Kähkönen & Smolander, 2013).…”

“…Researchers need to investigate ERP projects from perspective of the ERP stakeholder network by resolving issues related to integration, gadgets, techniques, and procedures which help in integration and examine how the concerned people are participating (Kähkönen & Smolander, 2013). A potential research area could be to study the impact of KM issues in ERP implementation on organizational success and business performance from clients instead of the vendor's perspective (Suraweera et al, 2008). One more important research area can be the globalization of ERP systems which is affected by geocultural barriers and standard processes (Parry & Graves, 2008).…”

“…Although, all KM stages are important, from knowledge creation and later to be retained, transferred, and applied, but 'Application' phase might be the most influential with ES-success. ERP implementation success is influenced by knowledge-related issues which can be overcome by meaningful strategies eventually leading to complete benefits of ERP implementation (Suraweera et al, 2008). In ERP system management, knowledge is an important success factor for the organization.…”