To read the full version of this content please select one of the options below:

Reductionism and complex thinking during ERP implementations

Thomaz Wood (Escola de Administração de Empresas de São Paulo, Fundação Getúlio Vargas, EAESP/FGV, Brazil)
Miguel P. Caldas (Escola de Administração de Empresas de São Paulo, Fundação Getúlio Vargas, EAESP/FGV, Brazil)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 1 December 2001

2904

Abstract

In this paper, the authors contrast complex thinking and reductionism in organizational transformation processes, focusing on enterprise resource planning (ERP) systems. ERP has been promoted as a management panacea, and has resulted in immense investments by companies around the globe. Not surprisingly, many implementations fail to match expectations. For those dealing with organizational change, the ERP phenomenon may sound uncomfortably familiar: change theorists and practitioners have witnessed the coming and going of management panaceas for quite some time. This study presents an exploratory survey of 28 implementation experiences and discusses reductionism in the realm of ERP implementations. It is argued that by applying complex thinking we may open new avenues to explain these processes.

Keywords

Citation

Wood, T. and Caldas, M.P. (2001), "Reductionism and complex thinking during ERP implementations", Business Process Management Journal, Vol. 7 No. 5, pp. 387-393. https://doi.org/10.1108/14637150110406777

Publisher

:

MCB UP Ltd

Copyright © 2001, MCB UP Limited

Related articles