ERP implementation efforts at three firms: Integrating lessons from the SISP and IT‐enabled change literature

Purpose – To compare actual company ERP implementation practices with the prescriptions found in the strategic information systems planning (SISP) and IT‐enabled change management literature.Design/methodology/approach – The case study method is used to study ERP specification, selection, and implementation efforts at three companies. The main sources of data were structured face‐to‐face interviews with key personnel, and supporting internal documents provided by the study companies.Findings – All three companies did an adequate job linking the ERP decision to higher‐level IS and supply chain strategies, although mid‐level managers dominated the strategic debate. However, two of the companies fell far short in the specification and selection processes, particularly with regard to achieving broad participation and managing stakeholder commitment. As such, these two companies missed an opportunity to think independently about their long‐term information requirements and capabilities, proactively manage the ...

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