Sample Thesis Paper
An organisation goes through a major transformation during the ERP implementation (Bingi et al., 1999; Laughlin, 1999; Umble et al., 2003). There are likely to be new or changed jobs and the workforce will have new responsibilities (McAdam & Galloway, 2005). Umble et al. (2003) state that this realignment typically impacts most functional areas and many social systems within the organization. They further state that the resulting changes may significantly affect organizational structures, policies, processes, and employees. Laughlin (1999) rates the organizational resistance as a powerful but intangible foe to ERP implementation. He explains the different motives of employees to support the resistance to ERP implementation.
Davenport (1998) states that some firms use the enterprise system to inject more discipline and control into their freewheeling, highly entrepreneurial culture. He further states that some firms on the other hand could use the enterprise system to break down hierarchical structures and be more innovative and flexible.
Organisations should have a strong corporate identity that is open to change (Nah et al., 2001). If proper change management techniques are utilized, the company should be prepared to embrace the opportunities provided by the new ERP system (Umble et al., 2003). However, the management of this change must be carefully planned (from a strategic viewpoint) and meticulously implemented (Bingi et al., 1999).