In the past several years many organizations have initiated enterprise-wide information management systems projects, using such packages as SAP, Peoplesoft, and Oracle. These projects often represent the single largest investment in an information systems project in the history of these companies, and in many cases the largest single investment in any corporate-wide project.These enterprise-wide information management systems projects bring about a host of new questions. Some of these questions and issues are:.How are these projects justified? .Do firms need to change their fundamental business processes, organizational structures, and business strategies to fit the package? .What are the technical challenges associated with implementing a large-scale package such as SAP? .What is the best way to implement a large-scale package: To work through the organization unit-byunit? Or to use a cross-functional approach? .What are the critical success factors in the implementation of a large-scale package? .What are the implications of these projects for the skill and knowledge requirements of the IT workforce? This paper will provide case studies of seven organizations implementing enterprise-wide information management systems projects and will provide insight into each of these questions based upon their experiences.

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This study examines the turnover decision processes of information technology (IT) personnel for the first time. Our theoretical guide for this investigation was the unfolding model of voluntary turnover (Lee & Mitchell, 1994), the preeminent turnover process model. Most of the 124 leavers used three new decision paths that shared the characteristic of including an alternative job search and evaluation; another significant number used the original five theorized paths. In sharp contrast to earlier findings on the unfolding model, the majority of respondents (88%) reported following paths not among the original five theorized paths.This result strongly suggests that IT professionals likely take numerous routes in deciding to leave current employment, most of which involve some search for and consideration of alternative jobs. A general conclusion for human resource managers is to assume that IT professionals are aware of alternative opportunities and to consider early interventions emphasizing the relative benefits of the current job over labor market competitors. © 2007 Wiley Periodicals, Inc.

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