The roles of social identity and dynamic salient group formations for <scp>ERP</scp> program management success in a postmerger context

Mueller, Stefan; Mendling, Jan; Bernroider, Edward

doi:10.1111/isj.12223

Cited by 17 publications

(15 citation statements)

References 50 publications

(97 reference statements)

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“…In IS research, social identity theory at the workplace has been considered from perspectives including the psychological (Pepple and Davies 2019;Klimchak et al 2019), the organizational (Dahling and Gutworth 2017;Mueller et al 2019), and the societal viewpoints (Kenny and Briner 2013).…”

Section: Social Identitymentioning

confidence: 99%

Understanding Collaboration with Virtual Assistants – The Role of Social Identity and the Extended Self

et al. 2020

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Organizations introduce virtual assistants (VAs) to support employees with work-related tasks. VAs can increase the success of teamwork and thus become an integral part of the daily work life. However, the effect of VAs on virtual teams remains unclear. While social identity theory describes the identification of employees with team members and the continued existence of a group identity, the concept of the extended self refers to the incorporation of possessions into one’s sense of self. This raises the question of which approach applies to VAs as teammates. The article extends the IS literature by examining the impact of VAs on individuals and teams and updates the knowledge on social identity and the extended self by deploying VAs in a collaborative setting. Using a laboratory experiment with N = 50, two groups were compared in solving a task, where one group was assisted by a VA, while the other was supported by a person. Results highlight that employees who identify VAs as part of their extended self are more likely to identify with team members and vice versa. The two aspects are thus combined into the proposed construct of virtually extended identification explaining the relationships of collaboration with VAs. This study contributes to the understanding on the influence of the extended self and social identity on collaboration with VAs. Practitioners are able to assess how VAs improve collaboration and teamwork in mixed teams in organizations.

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Section: Social Identitymentioning

confidence: 99%

Understanding Collaboration with Virtual Assistants – The Role of Social Identity and the Extended Self

et al. 2020

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“…Some researchers have addressed this issue by investigating the complexity of ERP implementation projects in terms of their duration, context, and social dynamics (Mueller et al , 2019). They show that contextual and social factors play an equally important role in ERP implementation projects.…”

Section: Introductionmentioning

confidence: 99%

An ERP success model based on agency theory and IS success model

Kamdjoug

Bawack

Tayou

2020

BPMJ

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PurposeThe purpose of this paper is to propose an enterprise resource planning (ERP) implementation model based on the agency theory and the Delone and McLean information systems (IS) success model. This paper answers two major research questions: (i) how does client–consultant interaction affect the outcome of ERP implementation projects; and (ii) how can this interaction be managed effectively to ensure successful project outcomes?Design/methodology/approachAn electronic banking institution in Africa was used to conduct a case study research and examine the validity of the proposed conceptual framework.FindingsBased on the constructs of the conceptual framework, the study found that client–consultant relationships/interactions mediate the effect of human, organizational, and technological critical success factors (CSFs) on information quality, service quality, and information quality. Agency conflicts in client–consultant relationships can be managed using outcome incentive-based contracts and a conflict management committee.Research limitations/implicationsThis is a single case study research. Thus, despite its analytical validity and generalizability, there is a need for more studies on the statistical validity of the model in other contexts.Practical implicationsThis paper provides practical information needed to manage conflicts between clients and consultants, as well as factors that must be considered in order to keep the interest of both parties aligned.Originality/valueNo research has been conducted on how to manage client–consultant interactions and related conflicts in ERP implementation projects. This study fills this gap using a well-established theoretical foundation to propose a conceptual framework that would guide and drive further discussions on the topic. This is also one of the few studies in the context of developing countries.

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“…I also learned that the most commonly purchased clothes are women's garments. At that point, I finally decided to sell women's An axial coding process was conducted to develop major categories by grouping the data from step one into categories and try to connect them into graphical representation (Mueller, Mendling, & Bernroider, 2019). The codes about the owners, including educational background, business experience, and informal training, are categorized as owner characteristics and relate to the business context (women's garments, frequently bought items, distribution channel, and human resources).…”

Section: Discussionmentioning

confidence: 99%

Analysis of business process management capability and information technology in small and medium enterprises in the garment industry (multiple case studies in East Java, Indonesia)

Nurmadewi²

2020

E J Info Sys Dev Countries

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This research explores the interrelationships between internal and external factors, business process management (BPM) capability of garment‐based SMEs, and the IT that matches this capability. Multiple case studies are conducted in three SMEs in East Java, Indonesia. The data is collected using in‐depth interviews with the owners and employees of SMEs. A grounded theory approach is used to analyze the findings. Analysis of the three cases found two main factors that affect the BPM in the garment SMEs. The first is the owner's business aptitude and expertise, and the second is the connection between external factors, business context and business strategy. Business strategy is closely related to the way SMEs define their business process, organize their employees, and develop culture. The BPM capabilities needed by SMEs in Indonesia include business process documentation and business process improvement. The business process and business process capability determine the IT needs of garment SMEs. IT is used to support sales, marketing, and payment processes in the three case companies. SMEs are very careful about their IT investment decisions due to resource constraints. SMEs will choose IT systems requiring minimal investment which are less risky to implement, such as social media and the e‐marketplace.

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The roles of social identity and dynamic salient group formations for ERP program management success in a postmerger context

Cited by 17 publications

References 50 publications

Understanding Collaboration with Virtual Assistants – The Role of Social Identity and the Extended Self

Understanding Collaboration with Virtual Assistants – The Role of Social Identity and the Extended Self

An ERP success model based on agency theory and IS success model

Analysis of business process management capability and information technology in small and medium enterprises in the garment industry (multiple case studies in East Java, Indonesia)

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