UNDERSTANDING CHANGE PROCESS AND ORGANISATIONAL PERFORMANCE ASSOCIATED WITH ENTERPRISE SYSTEM IMPLEMENTATION

Abstract

The enterprise system implementation process is considered to be a complex process that impacts organisations, processes, tasks, knowledge and skills, and relationships with clients and suppliers. Organisations that implement an enterprise system are required to make changes in their business, modify their business processes, and restructure their organisations to obtain the benefits of the new system. Past research on enterprise system has largely focused on organisational initial adoption decisions on an enterprise system. However, there has been little research concerning the continued use of an enterprise system and the associated change process in the post-adoption stage. Therefore, this proposed research will attempt to fill the gap in knowledge by examining the post-adoptive change and organisational performance resulting from organisational enterprise system implementation. The research questions are: (1) How do organisational changes unfold in enterprise system implementation? (2) How do enterprise systems shape organisational performance in the post-adoption stage of enterprise system implementation? This research will adopt the qualitative interpretive case study method to examine the change process and organisational change associated with enterprise system implementation in organisations. This study will employ the embedded multiple-case design. Semi-structured interviews will be conducted in this study. The proposed research will develop new knowledge based on how an integrated theoretical perspective using institutional logics and a socio-technical perspective can inform changes in organisations. The findings will assist organisations in providing appropriate resources and support for successful enterprise system implementation in the post-adoption stage.