The enterprise system implementation process is considered to be a complex process that impacts organisations, processes, tasks, knowledge and skills, and relationships with clients and suppliers. Organisations that implement an enterprise system are required to make changes in their business, modify their business processes, and restructure their organisations to obtain the benefits of the new system. Past research on enterprise system has largely focused on organisational initial adoption decisions on an enterprise system. However, there has been little research concerning the continued use of an enterprise system and the associated change process in the post-adoption stage. Therefore, this proposed research will attempt to fill the gap in knowledge by examining the post-adoptive change and organisational performance resulting from organisational enterprise system implementation. The research questions are: (1) How do organisational changes unfold in enterprise system implementation? (2) How do enterprise systems shape organisational performance in the post-adoption stage of enterprise system implementation? This research will adopt the qualitative interpretive case study method to examine the change process and organisational change associated with enterprise system implementation in organisations. This study will employ the embedded multiple-case design. Semi-structured interviews will be conducted in this study. The proposed research will develop new knowledge based on how an integrated theoretical perspective using institutional logics and a socio-technical perspective can inform changes in organisations. The findings will assist organisations in providing appropriate resources and support for successful enterprise system implementation in the post-adoption stage.

The implementation of a new enterprise system is a major change event for end-users. Since organisations need to modify their processes and structures to align with the enterprise system, users must learn and understand the new system as well as engage with it in their work practices. Past research has largely focused on the initial organisational adoption of an enterprise system. However, there has been little research concerning the change process in the post-adoption stage. This research addresses this gap by drawing on the punctuated socio-technical information system change (PSIC) model to explain the change through critical events, gaps between socio-technical components, responses to gaps, and outcomes. The research question is: How do socio-technical changes unfold in an enterprise system implementation? The study employs a qualitative interpretive case study method. The results reveal that changes in the structure of work following enterprise system implementation affect organisational performance, the social system, and individual work practices. This research contributes to a better understanding of technical and social changes and their impacts in the post-adoption of enterprise system implementation. The findings may assist organisations in providing appropriate resources and support for successful enterprise system implementation.