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Title
Abstract
Introduction
Research Methodology
Case Study
Changes to the Initial Objectives
Change of System's Scope and Reach
Analysis
System Objectives
Project Scope
Discussion and Conclusion
References
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Business and Management
Information Systems and Management

The Inertia of ERP Projects - Diffusion or Drift?

Profile image of Amany ElbannaAmany Elbanna

2007

https://doi.org/10.1007/978-0-387-72804-9_17
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14 pages

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Abstract

Models of the diffusion of innovation have received wide acceptance in IS research. Such diffusion models are typically based on the assumption that projects are either accepted or rejected by adopters, without recognizing or accounting for the negotiation, adaptation, and drift that take place during the implementation (Rogers 1995). This paper presents an alternative view, based on the actor network theory (ANT) concepts of translation, moving the token, and modality. This lens reveals that softM^are implementation projects, such as enterprise resource planning (ERP), have no inertia in themselves. Instead, a project's fate depends on each move it takes and each party involved in handling that move. Every handling of the project by different parties could present either a positive modality (that strengthens it and pushes it forward on its track) or a negative modality (that weaken its initial form and drags it in a different direction). The findings provide an explanation of drift and an alternative view of the diffusion of innovation in the ERP case. This could be extended to other technological projects. The findings also invite practitioners to monitor the various movements of their projects and encourage academics to revise their endorsement of the previously dominant diffusion model. They also contribute to the drift argument by identifying and discussing one of the sources of drift.

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The Inertia of ERP Projects
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research. Such diffusion models are typically based on the assumption that projects are either accepted or rejected by adopters, without recognizing or accounting for the negotiation, adaptation, and drift that take place during the implementation . This paper presents an alternative view, based on the actor network theory (ANT) concepts of translation, moving the token, and modality. This lens reveals that softM^are implementation projects, such as enterprise resource planning (ERP), have no inertia in themselves. Instead, a project's fate depends on each move it takes and each party involved in handling that move. Every handling of the project by different parties could present either a positive modality (that strengthens it and pushes it forward on its track) or a negative modality (that weaken its initial form and drags it in a different direction). The findings provide an explanation of drift and an alternative view of the diffusion of innovation in the ERP case. This could be extended to other technological projects. The findings also invite practitioners to monitor the various movements of their projects and encourage academics to revise their endorsement of the previously dominant diffusion model. They also contribute to the drift argument by identifying and discussing one of the sources of drift.

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Information and Communications Technology (ICT) plays a critical role in today’s organization environment and Information Systems (ISs) hold an enormous control in organizational operations with data entering is governed by it. Enterprise Systems (ESs) such as Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), Supply Chain Management (SCM), Advance Planning and Scheduling (APS) systems are the most cutting-edge IS in present corporate world covering all the business sectors. ERP system connects the organization’s different operations organized into a single large integrated system with proper controls so that interconnectivity creates an extra opportunity for growth and increased productivity of the depending divisions [1]. Organizations invest millions of dollars to implement a suitable ERP system with enormous effort consuming hundreds man months of an implantation team to harvest these benefits. Successful implementation of ERP heavily depends on human-fa...

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cais ist

System Sciences, 2003. …, 2003

This paper reports the findings of a large-scale case study of implementing Enterprise Resource Planning Systems (ERP) in a long-established multinational company within the telecommunication sector. The company has recently streamlined its operations through an ambitious business process redesign initiative and introduced an ERP system. The study examines the process of change enacted during the implementation of the ERP system over time. The findings indicate that much of the changes emerged as the project team sought to improvise technological features and changes to the context of use to overcome embedded constraints in the existing system, organizational context and in the ERP system itself. The team also took advantage of evolving capabilities and emerging opportunities to continuously enact changes as an ongoing process of project life. The paper argues that the process of technology-related change may be seen as a form of a 'drift' involving a series of purposeful actions with un-planned outcomes.

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