Client and consultant engagement in public sector IS projects

Hartnett, Elizabeth; Daniel, Elizabeth; Holti, Richard

doi:10.1016/j.ijinfomgt.2012.05.005

Cited by 11 publications

(7 citation statements)

References 42 publications

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“…A second direction pertains to the relationship between client-consultant engagement and knowledge creation during ERP implementation. Hartnett et al (2012) posit that client-consultant engagement in IS projects can be understood as a dynamic self-reinforcing interaction between three conditions (environment, participants and expertise) and three behaviors (sharing, sense-making and adapting). This model can help stimulate interesting questions such as, “how can better sense-making of the implementation by users in a manufacturing company improve the knowledge-creation process?”, “how do consultants adapt their learnings from manufacturing environments to service environments for successful knowledge creation during ERP implementation?” and so on.…”

Section: Discussionmentioning

confidence: 99%

Knowledge creation and external consultants during ERP implementation: an interpretive study

Dutta

Kumar

2021

BPMJ

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PurposePrevious research has investigated knowledge transfer and the external consultant's role in it, during enterprise resource planning (ERP) implementation. In this study, the authors explore the processes through which knowledge creation happens during ERP implementation and how external consultants help operationalize the same.Design/methodology/approachThe authors engaged the SECI model of the theory of organizational knowledge creation and conducted an interpretive study that interviewed 14 ERP implementation experts in India. The interviews were transcribed and then analyzed using the ATLAS.ti package.FindingsThe findings reveal fine insights into how knowledge creation takes place during ERP implementation through the four modes of knowledge conversion – socialization (S), externalization (E), combination (C) and internalization (I). The external consultants aid in operationalizing this knowledge creation process through five types of knowledge-related activities: (I) importing external knowledge, (D) discovering internal knowledge, (E) extricating confined knowledge, (A) activating flows of knowledge and (S) solving problems using knowledge. These activities can be represented by the acronym, I-D-E-A-S.Originality/valueThe study makes two overarching contributions: (1) offering an interpretation and description of ERP implementation as a knowledge creation process and (2) extending the understanding of the external consultants' role during ERP implementation to include new knowledge creation.

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Section: Discussionmentioning

confidence: 99%

Knowledge creation and external consultants during ERP implementation: an interpretive study

Dutta

Kumar

2021

BPMJ

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“…This requires operational level managers to somehow raise their IT and performance measurement literacy to a level conducive with effective deployment (Rikhardsson and Kraemmergaard, 2006). Thus, when the expertise is not available internally, TMT support also includes facilitating the acquisition and importation of the necessary knowledge from outside the organization (such as the use of consultants and customized training) (Purvis et al, 2000;Hartnett et al, 2012;Leiby, 2018).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Leveraging business intelligence systems to enhance management control and business process performance in the public sector

Elbashir

Sutton

Arnold

et al. 2021

MEDAR

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Purpose Recent research and policy reports indicate public sector organizations struggle to leverage information technology-based performance measurement systems and fail to effectively evaluate performance beyond financial metrics. This study aims to focus on organizational factors that influence the assimilation of business intelligence (BI) systems into integrated management control systems and the corollary impact on improving business process performance within public sector organizations. Design/methodology/approach The complete Australian client list was acquired from a leading BI vendor; and the authors surveyed all public sector organizations, receiving 226 individual responses representing 160 public sector organizations in Australia. Using latent construct measurement, structural equation modeling (SEM)-partial least squares is used to test the theoretical model. Findings When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities that are critical to assimilation in private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. When top management effectively manages knowledge importation from external entities to counteract deficiencies, public sector organizations effectively assimilate BI knowledge into performance measurement yielding strong process performance. Research limitations/implications When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities critical to assimilation in the private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. The research extends the theory behind organizational absorptive capacity by highlighting how knowledge importation can be used as an external source facilitating internal knowledge creation. This collaborative knowledge creation leads to affective assimilation of BI technologies and associated performance gains. Practical implications The results provide guidance to public sector organizations that struggle to measure and validate service outcomes under New Public Management regulations and mandates. Originality/value The results reveal that consistent with the philosophies behind New Public Management strategies, private sector measures for increasing organizational absorptive capacity can be applied in the public sector. However, knowledge importation appears to be a major catalyst in the public sector where the resources to retain skilled professionals with an ability to leverage contemporary technologies into service performance are often very limited. Top management team knowledge and skills are critical to effectively leveraging these internal and external knowledge creation mechanisms.

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“…(Avgerou, 2003). Actors involved might span the public-private spheres, for example, technology consultants, vendors and entrepreneurs might engage in public-private partnerships with government actors (Hartnett, Daniel, & Holti, 2012;Saint-Martin, 2000). In the pre-implementation stage, vast sums of typically donor money are invested in sourcing, purchasing and contracting and this creates susceptibility to the kinds of corruption associated with public project spending in developing countries such as bribery for contracts, kickbacks, self-dealing, cronyism or even the theft of project funds (Locatelli, Mariani, Sainati, & Greco, 2017).…”

Section: Digitalization Processesmentioning

confidence: 99%

Digitalization and Government Corruption in Developing Countries: Towards a Framework and Research Agenda

Addo

Senyo

2020

Proceedings

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Research focusing on the nexus between digital technologies and government corruption in developing countries has reported mixed findings and painted an incoherent picture.Through a review of 90 relevant studies published over the last two decades we develop an inductive framework that connects 7 defining themes: (1) the broader socioeconomic context of developing countries (2) anti-corruption strategies and strategizing in developing countries (3) digitalization processes (4) strategic role of digital technologies and modalities of anti-corruption change (5) formative structures of government organizations (6) barriers within government organizations and (7) positive and negative effects of digitalization on corruption. Deriving from this framework, we highlight underresearched concerns and outline a research agenda to (1) clarify the links between anticorruption strategizing and digitalization interventions (2) explicate the materialization of corruption in specific organizational domains, work systems, and processes in developing countries, their embedded nature in the organizational and broader context, and the modalities by which digitalization comes to affect or be affected by it (3) uncover digitalization enabled capabilities and dynamic capabilities in the fight against corruption and (4) embrace methodological diversity such as more processual and long-term studies; ethnographic studies, and methods that bridge quantitative and qualitative insights by exploring novel measures and evidence sources.

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Client and consultant engagement in public sector IS projects

Abstract: Engagement between clients and consultants has been identified as important in

Cited by 11 publications

References 42 publications

Knowledge creation and external consultants during ERP implementation: an interpretive study

Knowledge creation and external consultants during ERP implementation: an interpretive study

Leveraging business intelligence systems to enhance management control and business process performance in the public sector

Digitalization and Government Corruption in Developing Countries: Towards a Framework and Research Agenda

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