Reorganizing Projects through Enterprise System: Emerging Role of Enterprise System in Radical Organizational Change

Mattila, Merja; Nandhakumar, Joe; Hallikainen, Petri; Rossi, Matti

doi:10.1109/hicss.2010.316

Cited by 5 publications

(2 citation statements)

References 15 publications

(16 reference statements)

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“…Devadoss and Pan, 2007; Mattia, 2011; Orlikowski, 1996); how established beliefs, attitudes and behaviors are created and destroyed in the change process of IT and organizations (e.g. Avgerou, 2000; Mattila et al , 2010; Wamba and Chatfield, 2009); how organizational culture enables, resists or is altered by IT-enabled transformational change (e.g. Fernández et al , 2010; Massaro, 1993; Philip and McKeown, 2004); and what capabilities are needed to realize business value from transformational processes (e.g.…”

Section: Review Resultsmentioning

confidence: 99%

IT-enabled organizational transformation: a structured literature review

Schmid

Simons

Safrudin³

2020

BPMJ

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PurposeThis paper presents a structured literature review of studies on IT-enabled organizational transformation to determine the state of the art and to identify areas for future research.Design/methodology/approachWe collect 201 academic publications on IT-enabled organizational transformation and analyze them from three perspectives: a publication perspective, a research perspective and a conceptual perspective.FindingsFrom a publication perspective, we identify and synthesize the seminal works to provide a brief history of research on IT-enabled organizational transformation. From a research perspective, we show that studies in this area have seldom been grounded in theory and have predominantly used qualitative approaches, while only a few studies have drawn from quantitative data. From a conceptual perspective, we show that most research has studied higher levels of transformation, especially process redesign.Originality/valueThis review presents the landscape of the literature on IT-enabled organizational transformation, which provides a foundation for future research.

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Section: Review Resultsmentioning

confidence: 99%

IT-enabled organizational transformation: a structured literature review

Schmid

Simons

Safrudin³

2020

BPMJ

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“…They found that management accountants were restricted to their traditional role of merely collecting cost information for decision-making. Mattila et al (2009) drew on the neo-institutional theory to investigate the implementation of an enterprise systems (ES) in a company operating in a technology sector. They investigated how the company responded to market and institutional pressures and highlighted the role of the ES during the organizational change process.…”

Section: Literature Reviewmentioning

confidence: 99%

ERP and organizational change

Hassan¹,

Mouakket

2016

IJOA

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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.

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Why Does the System Usage Differ Between Organizational Units? – A Case Study in a Knowledge-Intensive Project Organization

Mattila

2015

Lecture Notes in Business Information Processing

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This paper seeks to examine how a case company exploits new staffing procedures and enterprise system (ES) functionalities in order to improve allocation and control of project resources. The paper relies on qualitative data collected through an in-depth case study in a large European high-tech company over a period of one and a half years. In order to understand the system usage in the case company the paper employs institutional theory and Orton and Weick's concept of coupling. By combining the concept of coupling with the elements of system usage -work assignment, user, and system -, the paper explains why system usage differs between organizational units. Findings show how the use of new ES functionalities is influenced by features of organizational unit

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Reorganizing Projects through Enterprise System: Emerging Role of Enterprise System in Radical Organizational Change

Cited by 5 publications

References 15 publications

IT-enabled organizational transformation: a structured literature review

IT-enabled organizational transformation: a structured literature review

ERP and organizational change

Why Does the System Usage Differ Between Organizational Units? – A Case Study in a Knowledge-Intensive Project Organization

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