The IRMA Community
Newsletters
Research IRM
Click a keyword to search titles using our InfoSci-OnDemand powered search:
|
The Myth of Integration: A Case Study of an ERP Implementation
Abstract
This research examines the implementation process of an enterprise resource planning (ERP) system and shows that implementation cannot be viewed solely in instrumental terms–that is, organizations do not simply select systems based on information requirements so that proper “fit” can be achieved. Instead, this research suggests that the activities of selecting and implementing a new ERP become the medium for (re-)constructing or (re-)constituting the organization’s values. Theorists have described such activities as a “mythmaking” process. A case study of an implementation at a large nonprofit organization is presented to demonstrate how myth-making served to construct an ERP system as an “integrated” system and at the same time served to elaborate existing organizational values. The myth functioned as a vehicle of consensual organizational reality, serving to align the acquisition of an ERP system with the organizational values, thereby garnering widespread support for a complex, expensive and relatively unknown technology.
Related Content
Majdi Abdellatief Mohammed, Amir Mohamed Talib, Ibrahim Ahmed Al-Baltah.
© 2020.
27 pages.
|
Stephen Makau Mutua, Raphael Angulu.
© 2020.
25 pages.
|
Elyjoy Muthoni Micheni, Geoffrey Muchiri Muketha, Evance Ogolla Onyango.
© 2020.
31 pages.
|
Ramgopal Kashyap.
© 2020.
35 pages.
|
Julius Nyerere Odhiambo, Elyjoy Muthoni Micheni, Benard Muma.
© 2020.
21 pages.
|
Stella Nafula Khaemba.
© 2020.
16 pages.
|
Amos Chege Kirongo, Guyo Sarr Huka.
© 2020.
14 pages.
|
|
|