ERP implementation: a knowledge integration challenge for the project team
Year: 2006
Type: article
Abstract: In this paper, we explore the knowledge integration challenges that face any large-scale IT implementation project team. We identify how knowledge integration is dependent on social networking processes. We provide evidence from the contrasting experiences of two project teams in two different case companies that were each involved in the design and implementation of an ERP system to explore these issues of knowledge integration. From the case comparisons, we identify differences between the two projects in relation to the ways that they were managed and organized. These differences in management and organization had a major impact on the social networking activities of the project members during the implementation process. These differences help to explain the different approaches to knowledge integration adopted and the ability of the project teams to identify opportunities for organizational transformation. Copyright © 2006 John Wiley & Sons, Ltd.
Source: Knowledge and Process Management
DOI: 10.1002/kpm.262
Authors: Sue Newell, Jimmy Huang, Carole Tansley
Institutions: Bentley University, University of Nottingham
Language: English
Subfield: Management Information Systems
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W1994276013