Examining Post-Adoptive Change of Enterprise System Implementations: A Socio-Technical Perspective
DOI:
https://doi.org/10.3127/ajis.v25i0.2391Keywords:
Enterprise system implementation, socio-technical perspective, post-adoption, qualitative interpretive case studyAbstract
The implementation of a new enterprise system is a major change event for end-users. Since organisations need to modify their processes and structures to align with the enterprise system, users must learn and understand the new system as well as engage with it in their work practices. Past research has largely focused on the initial organisational adoption of an enterprise system. However, there has been little research concerning the change process in the post-adoption stage. This research addresses this gap by drawing on the punctuated socio-technical information system change (PSIC) model to explain the change through critical events, gaps between socio-technical components, responses to gaps, and outcomes. The research question is: How do socio-technical changes unfold in an enterprise system implementation? The study employs a qualitative interpretive case study method. The results reveal that changes in the structure of work following enterprise system implementation affect organisational performance, the social system, and individual work practices. This research contributes to a better understanding of technical and social changes and their impacts in the post-adoption of enterprise system implementation. The findings may assist organisations in providing appropriate resources and support for successful enterprise system implementation.
References
Aburub, F. (2015). Impact of ERP systems usage on organizational agility. Information Technology & People, 28(3), 570-588. doi:10.1108/ITP-06-2014-0124
Alvesson, M. (1995). Management of knowledge-intensive companies. New York, NJ: Walter de Gruyter
Awasthi, P., & Sangle, S. P. (2012). Adoption of CRM technology in multichannel environment: A review (2006-2010). Business Process Management Journal, 18(3), 445-471. doi:10.1108/14637151211232641
Bala, H., & Venkatesh, V. (2015). Adaptation to information technology: A holistic nomological network from implementation to job outcomes. Management Science, 62(1), 156-179. doi:10.1287/mnsc.2014.2111
Bloomrosen, M., Starren, J., Lorenzi, N. M., Ash, J. S., Patel, V. L., & Shortliffe, E. H. (2011). Anticipating and addressing the unintended consequences of health IT and policy: a report from the AMIA 2009 Health Policy Meeting. Journal of the American Medical Informatics Association, 18(1), 82-90. doi:10.1136/jamia.2010.007567
Chuchuen, C., & Chanvarasuth, P. (2011). The adoption factors of e-CRM in service sector of thai SMEs. Presented at the International Conference on Networking and Information Technology, Wuhan, China
Davis, F. D. (1993). User acceptance of information technology: System characteristics, user perceptions and behavioral impacts. International journal of Man-Machine Studies, 38(3), 475-487. doi:10.1006/imms.1993.1022
Dong, S. (2012). Decision execution mechanisms of IT governance: The CRM case. International Journal of Information Management, 32(2), 147-157. doi:10.1016/j.ijinfomgt.2011.09.003
Elbanna, A. R. (2007). Implementing an integrated system in a socially dis‐integrated enterprise. Information Technology & People, 20(2), 121-139. doi:10.1108/09593840710758040
Finnegan, D., & Currie, W. L. (2010). A multi-layered approach to CRM implementation: An integration perspective. European Management Journal, 28(2), 153-167. doi:10.1016/j.emj.2009.04.010
Finnegan, D., & Willcocks, L. (2007). Implementing CRM: From technology to knowledge. West Sussex, UK: John Wiley & Sons
Gersick, C., (1991). Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review, 16(1), 10–36
Harris, S. G., & Sutton, R. I. (1986). Functions of parting ceremonies in dying organizations. Academy of Management Journal, 29(1), 5-30. doi:10.2307/255857
Huber, G. P., & Power, D. J. (1985). Retrospective reports of strategic‐level managers: Guidelines for increasing their accuracy. Strategic Management Journal, 6(2), 171-180. doi:10.1002/smj.4250060206
Hung, S. Y., Hung, W. H., Tsai, C. A., & Jiang, S. C. (2010). Critical factors of hospital adoption on CRM system: Organizational and information system perspectives. Decision Support Systems, 48(4), 592-603. doi: 10.1016/j.dss.2009.11.009
Ignatiadis, I., & Nandhakumar, J. (2007). The impact of enterprise systems on organizational resilience. Journal of Information Technology, 22(1), 36-43. doi: 10.1057/palgrave.jit.2000087
Jasperson, J. S., Carter, P. E., & Zmud, R. W. (2005). A comprehensive conceptualization of post-adoptive behaviors associated with information technology enabled work systems. MIS Quarterly, 29(3), 525-557. Retrieved from http://dl.acm.org
Jones, E., Sundaram, S., & Chin, W. (2002). Factors leading to sales force automation use: A longitudinal analysis. Journal of Personal Selling & Sales Management, 22(3), 145-156. Retrieved from www.tandfonline.com
Karahanna, E., Straub, D. W., & Chervany, N. L. (1999). Information technology adoption across time: a cross-sectional comparison of pre-adoption and post-adoption beliefs. MIS quarterly, 23(2), 183-213. doi:10.2307/249751
Khalil, E. L. (1995). Institutional theory of the firm? Extension and limitation. Review of Political Economy, 7(1), 43-51. doi:10.1080/09538259500000003
Kim, M., Sharman, R., Cook-Cottone, C. P., Rao, H. R., & Upadhyaya, S. J. (2012). Assessing roles of people, technology and structure in emergency management systems: A public sector perspective. Behaviour and Information Technology, 31(12), 1147-1160. doi:10.1080/0144929x.2010.510209
Klein, K. J., & Kozlowski, S. W. (2000). Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions. San Fancisco, CA: Jossey-Bass
Ko, E., Kim, S. H., Kim, M., & Woo, J. Y. (2008). Organizational characteristics and the CRM adoption process. Journal of Business Research, 61(1), 65-74. doi: 10.1016/j.jbusres.2006.05.011
Leavitt, H. J. (1964). Applied organization change in industry: Structural, technical and human approaches. New Perspectives in Organizational Research, 55-71
Lewis, J., & Ritchie, J. (2003). Generalising from Qualitative research. In Qualitative research practice: A guide for social science students and researchers (pp. 263-286). London, UK: Sage Publications
Luna-Reyes, L. F., Zhang, J., Gil-García, J. R., & Cresswell, A. M. (2005). Information systems development as emergent socio-technical change: A practice approach. European Journal of Information Systems, 14(1), 93-105. doi: 10.1057/palgrave.ejis.3000524
Lyytinen, K., & Newman, M. (2008). Explaining information systems change: A punctuated socio-technical change model. European Journal of Information Systems, 17(6), 589-613. doi:10.1057/ejis.2008.50
Lyytinen, K., Newman, M., & Al-Muharfi, A.-R. A. (2009). Institutionalizing enterprise resource planning in the Saudi steel industry: A punctuated socio-technical analysis. Journal of Information Technology, 24(4), 286-304. doi:10.1057/jit.2009.14
MacKay, R. B., & Chia, R. (2013). Choice, chance, and unintended consequences in strategic change: A process understanding of the rise and fall of NorthCo Automotive. Academy of Management Journal, 56(1), 208-230. doi:10.5465/amj.2010.0734
McLeod, L., & Doolin, B. (2012). Information systems development as situated socio-technical change: A process approach. European Journal of Information Systems, 21(2), 176-191. doi:10.1057/ejis.2011.43
Merkle executive survey, 2018: 7 Must-Know CRM Adoption Statistics and What They Mean for Your CRM. Retrieved from https://www.business2community.com/customer-experience/7-must-know-crm-adoption-statistics-mean-crm-02023236
Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook. London, UK: Sage
Newell, S., Tansley, C., & Huang, J. (2002). Social Capital and Knowledge Creation in an ERP Project Team: Unintended Incapacitating Consequences of Social Capital. In 3rd European Conference on Organisational Knowledge, Learning and Capabilities. AMCIS 2001 Proceedings. 217
Newman, M., & Robey, D. 1992. A Social Process Model of User-Analyst Relationships, MIS Quarterly, 16(2), 249–266
Patton, M. Q. (1990). Qualitative evaluation and research methods (2nd ed.). Newbury Park, CA: SAGE Publications
Rollins, G. (2012). Unintended consequences: Identifying and mitigating unanticipated issues in EHR use. Journal of AHIMA, 83(1), 28-3.
Sawyer, S., & Southwick, R. (2002). Temporal issues in information and communication technology-enabled organizational change: Evidence from an enterprise systems implementation. The Information Society, 18(4), 263-280. doi:10.1080/01972240290075110
Schilhavy, R., & Iyer, L. (2007). Exploring the information effects of identity and information transparency in reputation systems. Presented at the DIGIT Workshops, Montreal, Canada
Schwartz, S. J. (2002). In search of mechanisms of change in identity development: Integrating the constructivist and discovery perspectives on identity. International Journal of Theory and Research, 2(4), 317-339. doi:10.1207/s1532706xid0204_03
Sebjan, U., Bobek, S., & Tominc, P. (2014). Organizational factors influencing effective use of CRM solutions. Procedia Technology, 16, 459-470. doi:10.1016/j.protcy.2014.10.113
Seethamraju, R., & Sundar, D. K. (2013). Influence of ERP systems on business process agility. IIMB Management Review, 25(3), 137-149. doi:10.1016/j.iimb.2013.05.001
Soh, C., & Sia, S. K. (2004). An institutional perspective on sources of ERP package–organisation misalignments. The Journal of Strategic Information Systems, 13(4), 375-397. doi: 10.1016/j.jsis.2004.11.001
Srivihok, A., & Batanov, D. (2005). Analysis of the readiness of thai SME for applying CRM. Presented at the Fourth International Conference on eBusiness, Bangkok, Thailand. Retrieved from www.ijcim.th.org
Strong, D. M., & Volkoff, O. (2010). Understanding Organization-Enterprise system fit: A path to theorizing the information technology artifact. MIS quarterly, 34(4), 731-756. doi:10.2307/25750703
Veiga, J. F., Keupp, M. M., Floyd, S. W., & Kellermanns, F. W. (2014). The longitudinal impact of enterprise system users’ pre-adoption expectations and organizational support on post-adoption proficient usage. European Journal of Information Systems, 23(6), 691-707. doi:10.1057/ejis.2013.15
Vella, J., Caruana, A., & Pitt F., L. (2012). The effect of behavioural activation and inhibition on CRM adoption. International Journal of Bank Marketing, 30(1), 43-59. doi:10.1108/02652321211195695
Williams, S. P., & Hardy, C. (2005). Public eProcurement as socio‐technical change. Strategic Change, 14(5), 273-281. doi:10.1002/jsc.728
Williams, P., Ashill, N., & Naumann, E. (2017). Toward a contingency theory of CRM adoption. Journal of Strategic Marketing, 25(5-6), 454-474. doi: 10.1080/0965254X.2016.1149211
Winter, S. G., & Nelson, R. R. (1982). An evolutionary theory of economic change. Cambridge, MA: Harvard University Press
Wognum, P., Krabbendam, J., Buhl, H., Ma, X., & Kenett, R. (2004). Improving enterprise system support: A case-based approach. Advanced Engineering Informatics, 18(4), 241-253. doi:10.1016/j.aei.2005.01.007
Wu, I. L., & Wu, K. W. (2005). A hybrid technology acceptance approach for exploring e-CRM adoption in organizations. Behaviour & Information Technology, 24(4), 303-316. doi:10.1080/0144929042000320027
Yin, R. K. (2003). Case study research: Design and methods (3rd ed.). Thousand Oaks, CA: Sage Publications
Yoo, Y., Lyytinen, K., & Berente, N. (2007). An institutional analysis of pluralistic responses to enterprise system implementations. Presented at the International conference on Information Systems, Montreal, Canada
Zablah, A. R., Bellenger, D. N., & Johnston, W. J. (2004). Customer relationship management implementation gaps. Journal of Personal Selling and Sales Management, 24(4), 279-295. Retrieved from www.tandfonline.com
Downloads
Published
How to Cite
Issue
Section
License
AJIS publishes open-access articles distributed under the terms of a Creative Commons Non-Commercial and Attribution License which permits non-commercial use, distribution, and reproduction in any medium, provided the original author and AJIS are credited. All other rights including granting permissions beyond those in the above license remain the property of the author(s).
