The influence of ERP implementation on the division of power at the production‐sales interface

Abstract

PurposeThe purpose of this paper is to develop and validate a model that demonstrates the influence of enterprise resource planning (ERP) implementation on the power and interests of actors at the production‐sales interface, and vice versa.Design/methodology/approachAn empirical in‐depth longitudinal case study examines how a medium‐sized company in the graphics industry implemented an ERP system and how this has affected the interests and power distribution between the manufacturing and sales departments.FindingsThe case study reveals that the power division among key players at the production‐sales interface has been affected by the ERP implementation. These changes influence their attitudes and behaviours as well as the usage of the ERP system.Research limitations/implicationsLimitations are associated with the inherent weaknesses of any research based on a single‐case study: theoretical, but not statistical, generalisations are possible.Practical implicationsThe findings imply that those implementing ERP systems in production‐sales environments should, from the outset of the project, identify potential changes in the division of power and seek to reconcile stakeholder interests.Originality/valueThis is one of the few studies that has examined in‐depth the potential effects of ERP implementation on power division at the production‐sales interface.