Understanding technochange in ERP implementation through two case studies

Shakir, Maha; Viehland, Dennis

doi:10.1504/ijiscm.2006.011199

Cited by 11 publications

(16 citation statements)

References 34 publications

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“…Having multiple case design adds confidence, precision, validity, stability, and trustworthiness to findings (Miles et al, 2014; Yin, 2014). In deciding the number of cases, the concepts of appropriateness, adequacy, and the purposive sampling strategy (Patton, 1990 in Shakir, 2002) were observed.…”

Section: Methodsmentioning

confidence: 99%

“…Therefore, the case study methodology would enable the researchers to simultaneously capture organizational and individual information. The approach is considered the most suitable research strategy when context is important (Meyer, 2001; Shakir, 2002). To mention, the research reported in this article was taken from doctoral research aimed to explore SL status, progress, and challenges in company-based sustainability programs.…”

Section: Methodsmentioning

confidence: 99%

See 1 more Smart Citation

Sustainability Learning in Organizations: Integrated Model of Learning Approaches and Contextual Factors

Razali

Jamil

2023

SAGE Open

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Employee learning plays a vital role in corporate sustainability strategy. Past attempts to map sustainability learning (SL) in organizations have fallen short in explaining the interactions between key learning approaches and the dynamics within the learning environment. This paper is based on a study conducted to explore how employees learned sustainability in organizations and the contextual factors that facilitated their learning process. The study adopted the interpretivist qualitative approach in data collection. Semi-structured interviews were used as the main method, supported by participant observation and document analysis. The findings found evidence suggesting an interplay between several types of learning approaches in SL and highlighted important contextual factors that facilitated the learning environment. Based on the findings, this paper proposes an integrated model for sustainable learning that contributes to refining understanding of the SL process and can be used to assist organizations in enhancing their SL programs. This research addresses the dearth of studies on SL in the organizational setting. It also provides theoretical contribution by providing a clearer overview regarding how SL occurs among employees based on the perspectives of social, experiential, and transformative learning theories.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Sustainability Learning in Organizations: Integrated Model of Learning Approaches and Contextual Factors

Razali

Jamil

2023

SAGE Open

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“…Time is required for technology usage, new routines and social relations to dis-embed and re-embed, as well as, organisational learning to develop among employees involved. The "punctuated equilibrium" model of techno-change is useful for researching the various dimensions of IS alignment and exploring the role of external consultants and internal employees in supporting change (Davison, 2002;Shakir and Viehland, 2006). There are typically many layers of internal and external ERP/enterprise wide integration, as new modules are added and more departments, or organisational users come on board, all of which increases the complexities of techno-change alignment (Aloini et al, 2007;Jenkin and Chan, 2010).…”

Section: Processual Alignment As a Lens On Erp Techno-changementioning

confidence: 99%

“…particular, this disruption can be offset through greater user involvement, training and staff communication, in order to build stronger trust in the newly adopted ERP system. A major implication is that techno-change alignment requires some time to embed, and continual adjustment of stakeholder expectations is necessary to absorb the long-term benefits success from ERP for a truly workable solution (Markus, 2004;Shakir and Viehland, 2006;Chan and Reich, 2007). It also helps stakeholders (whether, users, providers, or senior management) to understand the nature of unintended consequences and to expect the need for re-embedding new activities and routines after each ERP rollout.…”

Section: Wider Implications Of Context and Social Relations For Techno-change Alignmentmentioning

confidence: 99%

Making the case for “techno‐change alignment”

Fearon

Manship

McLaughlin

et al. 2013

European Business Review

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Purpose -The purpose of this paper is to develop "techno-change alignment" as an approach for evaluating the effectiveness of large-scale technology-enabled organisational change, commonly associated with the adoption of enterprise information systems (IS). Design/methodology/approach -By developing a processual analysis of techno-change, useful insights are developed concerning techno-change alignment, within the confines of an enterprise resource planning (ERP) case study. Recent techno-change literature, emerging ideas on human agency, cultural and social relations are incorporated as part of the evaluation approach taken. The paper also discusses the implications of more recent work on techno-change and suggests directions for future research. Findings -In terms of "structural" alignment, the ERP system was chosen because it reflected requirements of the case study in the university/education sector. As part of "strategic and intellectual" alignment, business processes were reviewed, as well as alignment with university aims and strategy goals. "Social and cultural" alignment between different groups of users is paramount for effective integration and re-embedding of relationships and activities once techno-change is introduced. Wider implications of processual alignment suggest that bringing users and stakeholders together as human agents for techno-change within a high priority communication environment is essential for developing effective social relationships. Originality/value -Given the difficulty of developing usable evaluation mechanisms for techno-change and complex enterprise information systems, the contribution of this article is the demonstration of an effective interpretative (processual) IS evaluation approach, which the authors refer to as "techno-change alignment".

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“…Despite general IT projects, technochange projects comprise transformation in work operations, organizational business processes and units to design a solution that is likely to be used within the organization. Technochange projects can either emerge as a consequence of the IT implementation process, or be thoroughly planned and executed (Markus 2004;Shakir and Viehland 2006). However, as Markus (2004) states, both types of the change process can fail due to misfits.…”

Section: Introductionmentioning

confidence: 99%

Understanding IT-Culture Conflicts to Drive Successful Technochange Projects A Case Study

et al. 2017

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The introduction of new information systems oftentimes requires organizational changes to realize improvements in a company's performance. Still, many attempts to bring such technology driven organizational change (i.e., technochange) into practice fail. In this regard, cultural misfits are described to be a decisive cause for organizations' resistance to change. With this paper, we outline our case study approach of investigating culture caused misfits in technochange projects using the theory of IT-culture conflicts. By ascribing cultural values to IT, we will identify potential cultural misfits concerning IT in a comprehensive and theory guided way. Based on insights we gain from a case study conducted during a Customer Relationship Management system integration in the energy sector, we will provide guidance on how to overcome cultural misfits in technochange projects as a practical contribution. As a theoretical contribution, we contribute to the exploration of culture and its influence on organizational outcomes in technochange.

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Understanding technochange in ERP implementation through two case studies

Cited by 11 publications

References 34 publications

Sustainability Learning in Organizations: Integrated Model of Learning Approaches and Contextual Factors

Sustainability Learning in Organizations: Integrated Model of Learning Approaches and Contextual Factors

Making the case for “techno‐change alignment”

Understanding IT-Culture Conflicts to Drive Successful Technochange Projects A Case Study

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