Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure

Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure ERP implementations remain problematic despite the fact that many of the issues are by now quite well known. In this paper, we take a different perspective from the critical success factors and risks approaches that are common in the information systems discipline to explain why ERP implementations fail. Specifically, we adapt Sitkin's theory of intelligent failure to ERP implementations resulting in a theory that we call “learning from failure.” We then examine from the viewpoint of this theory the details of two SAP R/3 implementations, one of which failed while the other succeeded. Although it is impossible to state, unequivocally, that the implementation that failed did so because it did not use the approach that was derived from the theory, the analysis reveals that the company that followed many of the tenets of the theory succeeded while the other did not. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Information Systems Frontiers Springer Journals

Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure

Information Systems Frontiers, Volume 2 (2) – Oct 5, 2004

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Publisher
Springer Journals
Copyright
Copyright © 2000 by Kluwer Academic Publishers
Subject
Business and Management; IT in Business; Management of Computing and Information Systems; Systems Theory, Control; Operation Research/Decision Theory
ISSN
1387-3326
eISSN
1572-9419
DOI
10.1023/A:1026504325010
Publisher site
See Article on Publisher Site

Abstract

ERP implementations remain problematic despite the fact that many of the issues are by now quite well known. In this paper, we take a different perspective from the critical success factors and risks approaches that are common in the information systems discipline to explain why ERP implementations fail. Specifically, we adapt Sitkin's theory of intelligent failure to ERP implementations resulting in a theory that we call “learning from failure.” We then examine from the viewpoint of this theory the details of two SAP R/3 implementations, one of which failed while the other succeeded. Although it is impossible to state, unequivocally, that the implementation that failed did so because it did not use the approach that was derived from the theory, the analysis reveals that the company that followed many of the tenets of the theory succeeded while the other did not.

Journal

Information Systems FrontiersSpringer Journals

Published: Oct 5, 2004

References

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