Abstract
Many organizations report problems implementing Enterprise Resource Planning (ERP) Systems. These projects often do not meet financial and functional expectations. While managers often criticize the ERP product and vendor support, the problem may lie elsewhere. In this paper, adaptive structuration theory is used to develop a research framework that is used to analyze the transition from the mainframe legacy system environment to the distributed ERP environment. An exploratory case study analysis of a mid-sized university that experienced a failed ERP implementation showed that the failure was not the result of a poor ERP product but rather related to the organization’s social structure. The social structure which enabled the mainframe legacy system to be successful needed to be modified for the new ERP system. Findings underscore the importance for managers to facilitate the change management process.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Journal of Information Technology Case and Application Research
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
