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Toward a Model of Investigating Non-Decision Making ERP Communities

Toward a Model of Investigating Non-Decision Making ERP Communities

David Sammon, Frédéric Adam
Copyright: © 2004 |Pages: 22
ISBN13: 9781591401889|ISBN10: 1591401887|ISBN13 Softcover: 9781591402626|EISBN13: 9781591401896
DOI: 10.4018/978-1-59140-188-9.ch011
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MLA

Frederic Adam and David Sammon. "Toward a Model of Investigating Non-Decision Making ERP Communities." The Enterprise Resource Planning Decade: Lessons Learned and Issues for the Future, IGI Global, 2004, pp.226-247. https://doi.org/10.4018/978-1-59140-188-9.ch011

APA

F. Adam & D. Sammon (2004). Toward a Model of Investigating Non-Decision Making ERP Communities. IGI Global. https://doi.org/10.4018/978-1-59140-188-9.ch011

Chicago

Frederic Adam and David Sammon. "Toward a Model of Investigating Non-Decision Making ERP Communities." In The Enterprise Resource Planning Decade: Lessons Learned and Issues for the Future. Hershey, PA: IGI Global, 2004. https://doi.org/10.4018/978-1-59140-188-9.ch011

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Abstract

This chapter proposes to reframe current research on decision making process in the area of ERP selection and implementation and to study ERP communities, defined here as triadic groups composed of (1) an ERP vendor, (2) an ERP implementer and (3) an implementing organisation. In this novel perspective, the core contribution of this chapter is to introduce and apply the concept of Non-Decision Making (NDM) in its two basic forms—explicit and implicit—to the area of IS in general and more specifically to ERP research. As far as the authors are aware, this chapter is the first to examine the ERP decision making process under this light. The researchers’ objective is to structure their ideas in the shape of a model of ERP decision making, incorporating both the community dimension of ERP decision making and the ideas borrowed from the NDM literature, that can inform both the practice and investigation of ERP implementation and lead to higher success rates in ERP projects.

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