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 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, C. R.. - In: COMMUNICATIONS OF GLOBAL INFORMATION TECHNOLOGY. - ISSN 1947-4822. - STAMPA. - 2:(2010), pp. 1-11.
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 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.
