ERP and organizational change

Abstract

Purpose The study aims to explore the processes of implementing an enterprise resource planning (ERP) system in a public service organization operating in an emerging market economy, namely, the United Arab Emirates (UAE). Design/methodology/approach The study draws on Laughlin’s (1991) model of organizational change to highlight how the introduction of an ERP system, particularly its accounting modules, disrupted the adopting organization’s modes of thinking and its members’ practices. It uses a case study methodology. Data collection methods included semistructured interviews, documentary evidence and personal observation. Findings The case study findings show that despite implementation and customization problems, the organization’s employees were forced to use the ERP system. The findings also highlight how the ERP system was acted upon to mobilize the organization’s members toward a new era of information technology. However, the misfit between pre- and post-ERP system accounting practices led to some organizational members to form absorbing groups that questioned accounting-based ERP system organizational changes. The top management’s persistent desire to adopt the ERP system through forcing the organization’s employees to use the system’s modules led the organization to undergo what Laughlin (1991) calls “colonization” organizational change. Research limitation/implications The use of a case study methodology inherently limits the generalizability of the study’s findings. The case study was carried out over a relatively short timeframe, namely, ten months. Therefore, the use of a longitudinal case study to examine accounting-based ERP organizational change is recommended. Practical implications The study provides insights that can assist top management in formulating organizational change strategies. It also provides insights about emerging economies’ regulatory particularities that influence ERP system implementation. Originality/value The study is one of the first studies that utilizes Laughlin’s (1991) model of organizational change to examine accounting-based ERP organizational change in an emerging market economy.

Design and Implementation of High‐Skilled Talent Information Management System Based on Multisensor Information Fusion

“…The network itself cannot give the reason for the output results; it just gives a mapping from the input space to the output space. The information processing process is a black box, and the knowledge distribution is stored in the connection right, so as information storage, the entire network after learning must be stored [17]. In addition, the learning algorithm converts the input and output problem of the example into a nonlinear optimization problem.…”

International journal of organizational analysis: a bibliometric review (2005–2020)

“…The significant role of enterprise resource planning (ERP) systems in organizations have been studied. Organizational readiness for implementing an ERP system may not enhance organization effectiveness; instead, ERP implementation may lead to unequal power distribution and restricted information use (Hassan and Mouakket, 2016). Exploring the relationship between accounting and organizational change, it was found that change is influenced by socio-economic and political factors (Alsharari et al , 2019).…”

Analysis of Erp System Implementation and Supply Chain in Pt Indofood CBP Sukses Makmur

“…Enterprise Resource Planning (ERP) systems are systems in software that are usually used to manage functions in a business, from operational, tactical, and strategic management to emerging information systems management (Hassan et al, 2016). By using an ERP system, a company can manage data comprehensively and provide access to that data to stakeholders who are external users such as customers, vendors, managers, executives and shareholders (Imamuddin, 2021).…”