How the Organizations Change in ERP Implementation

ERP system often produces the intangible benefits and the implementation problems are related to social factors and human factors. Implementing an enterprise system in an organization is a complex process. ERP evaluation should consider the human and social effects and the broader organizational consequences. The interpretive approach adopted here by virtue of an in depth case study provides an understanding of the context of the ERP system implementation, the process over time of mutual influence between the system and its context, how political action takes place, and how cultural attitudes and values were changed during the ERP implementation. Data were collected by interviews with staff at various levels of the subject organization and by examining the archived records when available. It was found that ERP implementation improved business processes, communication and the interaction between users and customers. This study makes a contribution by evaluating the organizational change associated with ERP implementation in a Taiwanese organization. This research suggests that human resource management require deep consideration in the implementation processes.