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Organizational Learning Process: Its Antecedents and Consequences in Enterprise System Implementation

Organizational Learning Process: Its Antecedents and Consequences in Enterprise System Implementation

Weiling Ke, Kwok Kee Wei
Copyright: © 2006 |Volume: 14 |Issue: 1 |Pages: 22
ISSN: 1062-7375|EISSN: 1533-7995|ISSN: 1062-7375|EISBN13: 9781615201273|EISSN: 1533-7995|DOI: 10.4018/jgim.2006010101
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MLA

Ke, Weiling, and Kwok Kee Wei. "Organizational Learning Process: Its Antecedents and Consequences in Enterprise System Implementation." JGIM vol.14, no.1 2006: pp.1-22. http://doi.org/10.4018/jgim.2006010101

APA

Ke, W. & Wei, K. K. (2006). Organizational Learning Process: Its Antecedents and Consequences in Enterprise System Implementation. Journal of Global Information Management (JGIM), 14(1), 1-22. http://doi.org/10.4018/jgim.2006010101

Chicago

Ke, Weiling, and Kwok Kee Wei. "Organizational Learning Process: Its Antecedents and Consequences in Enterprise System Implementation," Journal of Global Information Management (JGIM) 14, no.1: 1-22. http://doi.org/10.4018/jgim.2006010101

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Abstract

This paper uses organizational learning as a lens to study how firms implement the enterprise system. The core research questions are: What are the critical organizational factors affecting organizational learning in ES implementation? How do these elements shape the learning process and thereby influence ES implementation outcomes? To address these questions, we conducted comparative case study with two organizations that have recently adopted ES and achieved significantly different results. Based on the empirical findings, we propose a framework that describes how organizational factors affect the four constructs of organizational learning in ES implementation context — knowledge acquisition, information distribution, information interpretation and organizational memory.

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