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Coordination Among ERP Consultants: Controlling Mechanisms

Chang, Yi-Ting (Jamie); Wang, Eric T.G.; Jiang, Jiunn-Yih (James); Klein, Gary

Description

Consultants are deemed critical to the success of an ERP implementation because of the breadth and complexity of the system, the management of multiple modules, and the one-time nature of the project that limits desire to increase investment in a permanent workforce. However, consultants often fail to effectively coordinate their activities, making integration of the ERP problematic. Coordination across module implementation of the ERP is essential to the overall success. Achievements of...[Show more]

dc.contributor.authorChang, Yi-Ting (Jamie)
dc.contributor.authorWang, Eric T.G.
dc.contributor.authorJiang, Jiunn-Yih (James)
dc.contributor.authorKlein, Gary
dc.coverage.spatialHelsinki Finland
dc.date.accessioned2015-12-08T22:41:57Z
dc.date.available2015-12-08T22:41:57Z
dc.date.createdJune 9-11 2011
dc.identifier.urihttp://hdl.handle.net/1885/36871
dc.description.abstractConsultants are deemed critical to the success of an ERP implementation because of the breadth and complexity of the system, the management of multiple modules, and the one-time nature of the project that limits desire to increase investment in a permanent workforce. However, consultants often fail to effectively coordinate their activities, making integration of the ERP problematic. Coordination across module implementation of the ERP is essential to the overall success. Achievements of consultants are often controlled by organizations though the negotiated contract, but just how do consultants apply controls to meet their obligations and reach an effective level of integration for the system? A qualitative analysis of consultant perspectives on coordination controls will serves as the basis of the study. Grounded theory techniques will be applied to surface appropriate controls applied by consultants. Taiwan ERP consultants serve as the interview cases. We expect that the level of knowledge of the tasks and procedures could be a determinant of the choice of control mechanisms adopted by ERP consultants firms.
dc.publisherAIS Electronic Library (AISeL)
dc.relation.ispartofseriesEuropean Conference on Information Systems (EICS 2011)
dc.sourceECIS 2011 Proceedings
dc.source.urihttp://aisel.aisnet.org/ecis2011/191/
dc.source.urihttp://www.ecis2011.fi/program/submission-of-papers/index.html
dc.subjectKeywords: Control mechanism; Controlling mechanism; Coordination; Coordination control; ERP implementation; External consultants; Grounded theory; Project control; Qualitative analysis; Information systems; Project management; Enterprise resource planning Coordination; ERP implementation; External consultants; Project control
dc.titleCoordination Among ERP Consultants: Controlling Mechanisms
dc.typeConference paper
local.description.notesImported from ARIES
local.description.refereedYes
dc.date.issued2011
local.identifier.absfor080611 - Information Systems Theory
local.identifier.ariespublicationu9900263xPUB141
local.type.statusPublished Version
local.contributor.affiliationChang, Yi-Ting (Jamie), National Central University
local.contributor.affiliationWang, Eric T.G., National Central University
local.contributor.affiliationJiang, Jiunn-Yih (James), College of Business and Economics, ANU
local.contributor.affiliationKlein, Gary, University of Colorado
local.bibliographicCitation.startpage1
local.bibliographicCitation.lastpage8
dc.date.updated2016-02-24T12:13:19Z
local.identifier.scopusID2-s2.0-84870635612
CollectionsANU Research Publications

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