Complexity Theory: Insights from a Canadian ERP Project Implementation

Sreekumar A Menon,Tony Pizur,Marc Muchnick,Clifford Butler

doi:10.5539/ijbm.v14n6p84

Sreekumar A Menon, Tony Pizur + Show 2 more

Open Access

https://doi.org/10.5539/ijbm.v14n6p84

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Abstract

This research paper explores complexity theory based on insights from an Enterprise Resource Planning (ERP) implementation in the Canadian oil and gas industry. The qualitative exploratory case study was conducted in a Canadian case organization using a semi-structured interview guide with a total of twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. Besides interview responses, the study also collected and reviewed ERP project documents for triangulation purposes. The research showed the importance of complexity theory to ERP projects, and the relationship between critical challenges and complex categories of human behavior, system behavior, and ambiguity. The study findings also evoked rich and comprehensive data related to the phenomenon of critical challenges in ERP.

Highlights

ERP applications are widely used by organizations worldwide, there is a growing concern about the critical challenges faced during Enterprise Resource Planning (ERP) implementation (Momoh, Roy & Shehab, 2010)
This qualitative, exploratory single-case study is an examination of complexity theory in the field of ERP implementation and, in particular, affecting the oil and gas industry (Cooke-Davies & Crawford, 2011; Tambovcevs & Merkuryev, 2009)
Research findings from the interview responses from the four ERP project role groups are discussed below according to the relevance of complexity theory during ERP implementation

Summary

Introduction

ERP applications are widely used by organizations worldwide, there is a growing concern about the critical challenges faced during Enterprise Resource Planning (ERP) implementation (Momoh, Roy & Shehab, 2010). There is a lack of understanding on addressing critical challenges during implementation, which can lead to large cost overruns, cancellations, and project failures (Momoh et al, 2010; Stanciu & Tinca, 2013). This qualitative, exploratory single-case study is an examination of complexity theory in the field of ERP implementation and, in particular, affecting the oil and gas industry (Cooke-Davies & Crawford, 2011; Tambovcevs & Merkuryev, 2009). Understanding critical challenges can prove valuable in predicting a project outcome during an ERP project implementation (Cooke-Davies & Crawford, 2011)

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Discussion

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