Enterprise Resource Planning (ERP) Systems in Banking sector.
Published in Chapter:
Does the Organizational Change Induced by the Pre-Implementation of an IS Proceed as a Planned Process?
Amira Sghari (PRISME Laboratory (LR18ES24), Faculty of Economics and Management, University of Sfax, Tunisia), Jamil Chaabouni (SESAME University, Tunis, Tunisia), and Serge Baile (Toulouse Business School, France)
Copyright: © 2021
|Pages: 14
DOI: 10.4018/978-1-7998-3473-1.ch018
Abstract
The pre-implementation process of an IS is characterized by procedures of selection and evaluation, which is rather in a pattern of change in a planned process. However, the research on organizational change gave rise to several approaches according to which, the change can be explained by other processes (political, interpretative, incremental, and complex). For this research, the authors seek to study the process of pre-implementation of an IS in order to check whether it pursues a planned process, or the observed change may also have characteristics of other explanatory processes of change. To this end, a qualitative study by case study is conducted in Basic Bank. The results show that change during the process of pre-implementation of the IS is explained not only by the planned process but also by the political and interpretative process. Based on this result, it is recommended to practitioners who wish to lead a change within their organizations to envisage the managerial actions from the outset of the project in order to reduce the potential conflicts of interest between actors.