Where good ERP implementations go bad: a case for continuity

Abstract

Purpose

The purpose of this paper is to identify and examine the concerns of administrative and clerical employees towards a web‐based business system and associated training which were not identified either before or during an enterprise resource planning (ERP) implementation. Post‐implementation analyses revealed that while an implementation can be deemed a success immediately following go‐live dates, long‐term planning is essential to maintain change management continuity for administrators and employees.

Design/methodology/approach

The stages of concern component of the concerns‐based adoption model offered a method of analysis of the Dallas, Texas, Independent School District's employees to identify the perceptions and levels of acceptance of the users in regards to the implementation of an ERP system in a public school district.

Findings

The findings for the research questions assisted in interpreting and categorizing the responses to the open‐ended portion of the stages of concern questionnaire; and providing recommended guidelines for future ERP implementations in similar environments.

Practical implications

The paper shows how leaders in an organization must understand the employees' perceptions of the changes taking place in an ERP implementation and post‐implementation. Based on the findings, a summary, conclusion, and recommendations for further research are provided to assist K‐12 districts in planning for ERP implementations.

Originality/value

The significance of this study encompasses the impact of the integration of new technology with various associated people, processes, and systems. Understanding the impact of such potentially significant change by measuring a user community's overall perception and level of acceptance is a key component in providing guidance for future implementations in similar organizational and institutional environments.

Citation

Allen, L.E. (2008), "Where good ERP implementations go bad: a case for continuity", Business Process Management Journal, Vol. 14 No. 3, pp. 327-337. https://doi.org/10.1108/14637150810876661