Abstract
PurposeThe purpose of this paper is to discuss the mechanisms inducing a user organization to conform with enterprise resource planning (ERP)‐embedded organizational logics and accompanying implementation procedures.Design/methodology/approachBased around the notion of technical isomorphism, the authors describe and analyze how ERP‐embedded mechanisms work out in a Dutch utility company. Interviews and document analysis were conducted with key informants over a number of years.FindingsThe company intentionally and unintentionally self‐enforced its steering towards conformation with its ERP‐system (SAP) through a number of strategic decisions during the adoption and implementation phases.Research limitations/implicationsThis case study is the first empirical analysis of an ERP implementation through the lens of technical isomorphism. Further validation of this perspective and these case study results can be used to study other ERP vendor industry combinations.Practical implicationsPrior to adoption, ERP users and their “implementation partners” should analyze intended as well as unintended consequences for their operational processes and organizational design. ERP‐embedded organizational logics may be at odds with organizational preferences. If detected early, such mismatches may be corrected.Originality/valueThe paper demonstrates the role of an ERP‐provider in enhancing inter‐organizational similarities.
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