Knowledge integration by ERP projects teams: Two case studies within SMEs

Abstract

IS transformation projects involve numerous exchanges between people inside and outside the project team. These projects constitute unique opportunities to integrate knowledge, i.e. to share, create and institutionalize new organizational knowledge. The focus of this research is to understand the knowledge integration process and to study the influence of the social capital of the project team. We carried out two exploratory case studies of ERP projects in SMEs, using a qualitative methodology for both data collection and data analysis. The results show that three closely linked and intertwined phases (namely Collection, Interpretation and Assimilation) constitute the knowledge integration process where interface integrators play a key role. We also show the common influence of the structural, relational and cognitive dimensions of social capital on the three phases of knowledge integration. Finally, we consider the dynamics of internal and external facets of social capital to be particularly relevant in the context of a project. Given that ERP implementation is more and more important for SMEs, our research underlines the structuring role of the project team in this process and highlights the importance of managing knowledge within the project team.