This paper focuses on organizational politics and its implications to the implementation of ERP systems. A model that categorizes different ePolitics strategies is introduced. The model, the Political Strategies Framework, is applied to case study data from two companies, one in the US and one in Italy that implemented a SAP Enterprise Planning Systems (ERP) with very different outcomes. The discussion highlights the different political dynamics of the implementation process in each culture and the way in which the Political Strategies Framework can help us understand these differences.
The politics of implementing ERP - A cross cultural comparison / Rippa, Pierluigi; Livermore Romm, C.. - ELETTRONICO. - (2010), pp. 74-77. (Intervento presentato al convegno Global Information and Technology Management tenutosi a Washington nel 20-22 June).
The politics of implementing ERP - A cross cultural comparison
RIPPA, PIERLUIGI;
2010
Abstract
This paper focuses on organizational politics and its implications to the implementation of ERP systems. A model that categorizes different ePolitics strategies is introduced. The model, the Political Strategies Framework, is applied to case study data from two companies, one in the US and one in Italy that implemented a SAP Enterprise Planning Systems (ERP) with very different outcomes. The discussion highlights the different political dynamics of the implementation process in each culture and the way in which the Political Strategies Framework can help us understand these differences.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
