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Time, Attitude, and User Participation: How Prior Events Determine User Attitudes in ERP Implementation

Time, Attitude, and User Participation: How Prior Events Determine User Attitudes in ERP Implementation

Copyright: © 2010 |Pages: 19
ISBN13: 9781605669687|ISBN10: 1605669687|ISBN13 Softcover: 9781616924546|EISBN13: 9781605669694
DOI: 10.4018/978-1-60566-968-7.ch006
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MLA

. "Time, Attitude, and User Participation: How Prior Events Determine User Attitudes in ERP Implementation." Organizational Advancements through Enterprise Information Systems: Emerging Applications and Developments, edited by Angappa Gunasekaran and Timothy Shea, IGI Global, 2010, pp. 80-98. https://doi.org/10.4018/978-1-60566-968-7.ch006

APA

. (2010). Time, Attitude, and User Participation: How Prior Events Determine User Attitudes in ERP Implementation. In A. Gunasekaran & T. Shea (Eds.), Organizational Advancements through Enterprise Information Systems: Emerging Applications and Developments (pp. 80-98). IGI Global. https://doi.org/10.4018/978-1-60566-968-7.ch006

Chicago

. "Time, Attitude, and User Participation: How Prior Events Determine User Attitudes in ERP Implementation." In Organizational Advancements through Enterprise Information Systems: Emerging Applications and Developments, edited by Angappa Gunasekaran and Timothy Shea, 80-98. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-968-7.ch006

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Abstract

Assimilation of a standard ERP system to an organization is difficult. User involvement seems to be the crux of the matter. However, even the best intentions for user involvement may come to nothing. A case study of a five-year ERP implementation process reveals that a main reason may be that the perception of usefulness of the system in any given phase of the implementation is heavily dependent on preceding events—the process. A process model analysis identifies eight episodes and nine encounters in the case showing that the user’s attitude towards the ERP system changes between acceptance, equivocation, resistance and rejection depending on three things: (1) the dynamic between user and consultants, (2) the dynamic between different user groups, and (3) the understanding of technical, organizational and socio-technical options. When relating the empirical findings to existing theory on user participation, it is argued that the changes could be explained as a slide from influential user participation toward pseudo participation and back to influential participation, and that user participation in the context of ERP implementations raises new issues regarding user participation. Thus further research regarding new approaches and/or new techniques and tools for user participation in the context of ERP implementations is needed.

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