An interpretive study on the role of top managers in enterprise resource planning (ERP) business value creation

This paper contributes to the growing body of literature on enterprise resource planning (ERP) business value by investigating organizational ERP development in view of the active involvement, vision, and direction of top management teams (TMTs). A top-down approach to ERP adoption and implementatio...

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Main Authors: José Fernando López-Muñoz, Alejandro Escribá-Esteve
Format: Article
Language:English
Published: UMinho Editora 2019-01-01
Series:International Journal of Information Systems and Project Management
Subjects:
Online Access: http://www.sciencesphere.org/ijispm/archive/ijispm-070401.pdf
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author José Fernando López-Muñoz
Alejandro Escribá-Esteve
author_facet José Fernando López-Muñoz
Alejandro Escribá-Esteve
author_sort José Fernando López-Muñoz
collection DOAJ
description This paper contributes to the growing body of literature on enterprise resource planning (ERP) business value by investigating organizational ERP development in view of the active involvement, vision, and direction of top management teams (TMTs). A top-down approach to ERP adoption and implementation was adopted with socio-material and social construction assumptions about the mechanisms that generate ERP business value. A single ERP case study was analyzed in an industrial setting by interpretive means, thus providing theoretically based, detailed and interesting insights. Our research suggests that ERP benefits emerge during the TMT’s encounters with the ERP system through pragmatic action and situated improvisations. Our findings suggest that ERP adoption is strongly influenced by TMT characteristics and social processes, while complementary process-change needs are perceived by the executive participation during implementation. We also suggest that when the ERP system goes live, a synergistic relationship termed TMT-IT imbrication will create the technological infrastructure perceived as ERP value. At this post-implementation stage, various TMT characteristics and processes are proposed that greatly influence top managers’ patterns of imbrication behavior. Several propositions are developed and summarized in a framework to enhance the current understanding of managerial agency in achieving business benefits from ERP systems. The paper concludes with implications for top managers and future research directions.
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spelling doaj.art-8d1e55aa4e24411990b21b8b3c9fc7c42022-12-21T23:33:46ZengUMinho EditoraInternational Journal of Information Systems and Project Management2182-77962182-77882019-01-01070452910.12821/ijispm07040121827788An interpretive study on the role of top managers in enterprise resource planning (ERP) business value creationJosé Fernando López-Muñoz0Alejandro Escribá-Esteve1234 ESIC Business and Marketing School University of Valencia This paper contributes to the growing body of literature on enterprise resource planning (ERP) business value by investigating organizational ERP development in view of the active involvement, vision, and direction of top management teams (TMTs). A top-down approach to ERP adoption and implementation was adopted with socio-material and social construction assumptions about the mechanisms that generate ERP business value. A single ERP case study was analyzed in an industrial setting by interpretive means, thus providing theoretically based, detailed and interesting insights. Our research suggests that ERP benefits emerge during the TMT’s encounters with the ERP system through pragmatic action and situated improvisations. Our findings suggest that ERP adoption is strongly influenced by TMT characteristics and social processes, while complementary process-change needs are perceived by the executive participation during implementation. We also suggest that when the ERP system goes live, a synergistic relationship termed TMT-IT imbrication will create the technological infrastructure perceived as ERP value. At this post-implementation stage, various TMT characteristics and processes are proposed that greatly influence top managers’ patterns of imbrication behavior. Several propositions are developed and summarized in a framework to enhance the current understanding of managerial agency in achieving business benefits from ERP systems. The paper concludes with implications for top managers and future research directions. http://www.sciencesphere.org/ijispm/archive/ijispm-070401.pdf erpmanagerial agencyaffordancesimbricationinterpretivecase study
spellingShingle José Fernando López-Muñoz
Alejandro Escribá-Esteve
An interpretive study on the role of top managers in enterprise resource planning (ERP) business value creation
International Journal of Information Systems and Project Management
erp
managerial agency
affordances
imbrication
interpretive
case study
title An interpretive study on the role of top managers in enterprise resource planning (ERP) business value creation
title_full An interpretive study on the role of top managers in enterprise resource planning (ERP) business value creation
title_fullStr An interpretive study on the role of top managers in enterprise resource planning (ERP) business value creation
title_full_unstemmed An interpretive study on the role of top managers in enterprise resource planning (ERP) business value creation
title_short An interpretive study on the role of top managers in enterprise resource planning (ERP) business value creation
title_sort interpretive study on the role of top managers in enterprise resource planning erp business value creation
topic erp
managerial agency
affordances
imbrication
interpretive
case study
url http://www.sciencesphere.org/ijispm/archive/ijispm-070401.pdf
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