Year: 2011
Type: report
Abstract: The 3PA system is an Intriguiging study in implementation failure and success.The Production Planning and Profit Analysis system was introduced into two manufacturing plants in the same division of a company.It was readily accepted in one plant and staunchly resisted in the other, in spite of repeated managerial interventions.Eventually, however, the resisting plant gave in and began using the system.What makes this case especially interesting is that top management clearly supported the system and gave both plants the opportunity to participate in the design process; conventional wisdom, therefore, helps little to explain the early resistance in one plant.While It is true that the resisting plant did not avail itself of the proffered participation opportunity, analysis of the case data through a political perspective indicates that the lack of participation is not so much a cause of the resistance observed, but a reflection of the political situation in the company to which the resistance is more appropriately attributed.This paper describes the political perspective, applies it to the 3PA case and draws some implications for practicing system designers and Imple- mentors.0743G06 -! THE CASE OF THE 3 PA SYSTEM Today, the General Manager and staff of the EP Division at JHM, Inc., believe their 3PA system to be a success.However, at various points in time over the course of system development, the outcome had not always seemed so certain.Careful planning had failed to anticipate or avoid several irritating setbacks, but these were finally overcome, through, it was believed by managers at JHM, sustained attention and managerial action.A brief history of these events follows.
Author: M. Lynne Markus
Language: English
Subfield: Management Information Systems
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W1575493012