This article analyses enterprise resource planning (ERP) as a tool for realising business process reengineering (BPR) in manufacturing. It combines theories from organisational sociology and management with technology‐analysis. Change is viewed as involving choice and coalition building. The case studies cover 30 implementations of ERP with different types of change. Two cases of the variant labelled “BPR followed by ERP” are focused on. The change proceeds as a co‐operation between enterprises, consultants and IT‐suppliers. In the first case, a superficial management change programme of BPR and ERP emerges into a more elaborate change program, which was then relatively successfully realised. The other case is a multi‐front exercise for the management coalition. The BPR strategy was poorly supported, and restated the long term split between manufacturing and sales. The two cases exhibit different experiences, but they underpin that process integration cannot be taken for granted when implementing BPR and ERP.
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