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Identifying the effects of Enterprise System implementation and use: Examples from Denmark

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This paper reports the results of an explorative study of six large Danish companies regarding the effects of ERP implementation and use. The study is part of a larger ERP study programme at the Aarhus School of Business. The data collection approach applied was based on interviews and management case writing. The main results show that the effects of ERP implementation and use are seldom fully predictable by management. The ERP system can be seen as an organisational actor in its own right as it to a large extent influences values, culture, behaviour, processes and procedures of other actors in the organisation. Given the complexity, size and organisational embeddedness of ERP systems, it can be said that the implementation project never ends and the ERP system becomes a significant variable in the future direction of the organisation

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  • Rikhardsson, Pall & Kræmmergaard, Pernille, 2005. "Identifying the effects of Enterprise System implementation and use: Examples from Denmark," Management Accounting Research Group Working Papers M-2005-07, University of Aarhus, Aarhus School of Business, Department of Business Studies.
    • Handle: RePEc:hhb:aarbma:2005-007
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    1. Møller, Charles & Kræmmergaard, Pernille & Rikhardsson, Pall & Møller, Per & Jensen, Torben & Due, Lasse, 2004. "A Comprehensive ERP Bibliography, 2000-2004," Informatics Research Group Working Papers I-2004-3, University of Aarhus, Aarhus School of Business, Department of Business Studies.
    2. Helmut Klaus & Michael Rosemann & Guy G. Gable, 2000. "What is ERP?," Information Systems Frontiers, Springer, vol. 2(2), pages 141-162, August.
    3. Al-Mashari, Majed & Al-Mudimigh, Abdullah & Zairi, Mohamed, 2003. "Enterprise resource planning: A taxonomy of critical factors," European Journal of Operational Research, Elsevier, vol. 146(2), pages 352-364, April.
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