ERP Implementation Across Cultures: A Political Perspective

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Author(s): Celia Romm Livermore (Wayne State University, USA)and Pierluigi Rippa (University of Napoli Federico II, Italy)
Copyright: 2012
Pages: 14
Source title: E-Politics and Organizational Implications of the Internet: Power, Influence, and Social Change
Source Author(s)/Editor(s): Celia Romm Livermore (Wayne State University, USA)
DOI: 10.4018/978-1-4666-0966-2.ch002

Keywords: Computer Science & IT / Human Aspects of Technology / Information Science Reference / Internet Technologies

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Abstract

Implementing an ERP project is a political process. This paper starts with a literature review of organizational politics and its implications to the implementation of ERP systems. The Political Strategies Framework which categorizes different ePolitics strategies in the cases is introduced. The framework is applied in the later sections of the paper to case study data from two companies, one in the US and one in Italy, that both implemented a SAP Enterprise Resources Planning Systems (ERP) with very different outcomes. The discussion highlights the political dynamics in each case and the way in which the framework can help us understand these differences. The conclusions section discusses the differences between the political dynamics in each case and the implications from the findings to broader issues of research on ERP implementation and politics.

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