Abstract
AbstractThe authors studied Texas Department of Transportation (TxDOT), which recently completed a 17-month project for implementing an enterprise resource planning (ERP) system. The authors used self-reported data from 3,294 staff members collected over 11 months throughout the project and employed logistic regression to compare responses from three role groups, namely supervisors/managers, crew chiefs/lead workers, and employees as well as from three affiliation groups, namely respondents working at division, district, and office levels. As for roles, employees, the main users of ERP system, were less optimistic about the project. As for affiliations, districts were less optimistic about the project. Investigating TxDOT’s implementation approach suggested that lack of hands-on training, widespread content of work and variations in daily tasks, and proximity to the power structure might explain the findings. Employees and those from districts might have seen more risk to them personally and been less awa...
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