What Happens After ERP Implementation: Understanding the Impact of Interdependence and Differentiation on Plant-Level Outcomes

By Thomas F. Gattiker, Dale Goodhue. MIS Q., 2005

735 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/cce085563c5768a98269435010887a0bbb036b04

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In Management Information Systems

Citations in the corpus

Specifying Formative Constructs in Information Systems Research (2007, background): “Construct Name Studies Late Cohesiveness Jarvenpaa et al. (2004) Late Satisfaction Jarvenpaa et al. (2004) Local Management Commitment Lewis et al. (2003) Locatability Karimi et al. (2004) Loss of Knowledge Power Kankanhalli et al. (2005) Meaning Karimi et al. (2004) Organizational Responsibility Ba”
An interoperable solution for Cloud manufacturing (2013, background): “ERP systems have been studied extensively [23-27], including the inter-organization performance [28] and the behaviour throughout the supply chain with multiple stakeholders [29].”
The Performance Effects of Complementarities Between Information Systems, Marketing, Manufacturing, and Supply Chain Processes (2007, background): “…ﬂow, standardization and integration of activities, and centralization of administrative services, thereby leading to fewer delays and errors in order processing as well as to adoption of accepted best-of-practice business processes that replace inefﬁcient processes (Gattiker and Goodhue 2005).”
Assimilation of enterprise systems: the effect of institutional pressures and the mediating role of top management (2007, background): “While there is a rich body of literature on ERP adoption and implementation (Holland and Light 1999; Markus and Tanis 2000), research on ERP assimilation is scant (Gattiker and Goodhue 2005).”
Job Characteristics and Job Satisfaction: Understanding the Role of Enterprise Resource (2010, background): “As previously independent tasks become more interdependent (Gattiker and Goodhue 2005) and more elements of the job are off-loaded to the system, the ERP system implementation is likely to be perceived as stripping out the significance and variety of an employee’s work that was inherent in the…”
Information Systems Strategy: Reconceptualization, Measurement, and Implications (2010, background): “Organizations that were unsure how to generate value from this large-scale innovation would benefit by allowing the business strategy to drive the IS strategy since ERP may not be a “silver bullet” for all organizations (Gattiker and Goodhue 2005).”
The implementation factors that influence the ERP (enterprise resource planning) benefits (2008, background): “…of reducing information uncertainty, is affected by the original features possessed by sub-units of anorganization such as interdependence and differentiation among sub-units, this study contends that ERP performance is also influenced by two salient interventions—organizational mechanisms (OM)…”
Technological Embeddedness and Organizational Change (2007, background): “In this way, the ES enabled process integration, which is achieved when different organizational units (and individual actors within those units) can work together in a seamless fashion with minimal intervention or delay ( Gattiker and Goodhue 2005, Lawrence and Lorsch 1967, Volkoff et al. 2005).”
From Use to Effective Use: A Representation Theory Perspective (2013, neutral): “(Gattiker and Goodhue 2005)”
Motivational Differences Across Post-Acceptance Information System Usage Behaviors: An Investigation in the Business Intelligence Systems Context (2013, methodology): “At the time of data collection, the organization had implemented their BIS for about 18 months, well beyond the typical 8–12 month acceptance timeframe for major IS implementation initiatives (Gattiker and Goodhue 2005, Morris and Venkatesh 2010).”
A Multi-Project Model of Key Factors Affecting Organizational Benefits from Enterprise Systems (2010, methodology): “Here, we acknowledge that there are undoubtedly other factors not explored in this study—for example, information quality (Gattiker and Goodhue 2005), organizational context, or alignment of the ES with business strategy (Lee and Myers 2004; Somers and Nelson 2003)—that may be important drivers of o”