Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change

By Daniel Robey, J. Ross, Marie-Claude Boudreau. Journal of Management Information Systems, 2002

1,176 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6236f012052e7f24bee1ee19997859f607d02d1e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

In Strategy and Management

Citations in the corpus

From Use to Effective Use: A Representation Theory Perspective (2013, background): “A different approach would be to change the domain so that it more faithfully reflects the system (e.g., by creating and implementing new work practices required by an ERP system) (Robey et al. 2001).”
Organizational culture and leadership in ERP implementation (2008, background): “committed to ERP implementation project [37,65].”
Job Characteristics and Job Satisfaction: Understanding the Role of Enterprise Resource (2010, background): “ERP system implementations typically involve an extensive redesign of business processes and the deployment of new software to support those new business processes (Robey et al. 2002; Ross and Vitale 2000).”
An extension of the technology acceptance model in an ERP implementation environment (2004, background): “When an ERP package is started, organizational members must acquire complex new knowledge, must learn to overcome the knowledge barriers and organizational changes that implementation carries with it and simultaneously unlearn what they already know [63].”
The Impact of ERP Implementation on Business Process Outcomes: A Factor-Based Study (2007, background): “Tornatzky [32]; Gable [41]; Gupta [45]; Robey et al. [ 74 ]; Ross [77]; Slater [85]; Umble et al. [96] THE IMPACT OF ERP IMPLEMENTATION ON BUSINESS PROCESS OUTCOMES 107”
ERP implementation: a compilation and analysis of critical success factors (2007, background): “, 2002) while others have focused on user training (Robey et al., 2002; Bingi et al., 1999; Kumar et al., 2002; Mandal and Gunasekaran, 2003; Trimmer et al., 2002).”
Unpacking the Difference Between Digital Transformation and IT-Enabled Organizational Transformation (2021, background): “Several IS work practice changes that entail learning how to use new ICTs (Boudreau & Robey, 2005; Robey, Ross, & Boudreau, 2002; Robey & Sahay, 1996) and strike balances between contradictory tensions associated with IT (Gregory et al., 2015) have been found to be linked with organizational…”
ERP implementation failures in China: Case studies with implications for ERP vendors (2005, background): “The impact of cultural issues on ERP implementation has attracted considerable attention from IS researchers (Davison, 2002; Robey et al., 2002; Soh et al., 2000; Zhang et al., 2003).”
Enacting Integrated Information Technology: A Human Agency Perspective (2005, methodology): “Typically, modifications to the work processes embedded in the vendor’s software are discouraged and “vanilla” implementations are recommended (Robey et al. 2002).”
Enterprise systems and ongoing process change (2004, background): “In part, this may be due to the fact that many firms defer process change until after implementation (Robey et al., 2002).”
Motivational Differences Across Post-Acceptance Information System Usage Behaviors: An Investigation in the Business Intelligence Systems Context (2013, background): “(Gupta et al. 2006), thereby reducing barriers to assim-ilating IS in work processes (Fichman and Kemerer 1999, Robey et al. 2002).”