| Summary: | The decision of a company to change the system of Enterprise Resource
Planning (ERP) can have significant influence in its business sustainability. Errors
during adaptation process to the new system may induce internal conflict which
further can weaken company performance. This research attempted to describe the
response within the organization when change was made in the ERP system.
The changes taken place in the organization were described using
approaches refer to Leavitt�s diamond theory, i.e. classified into human,
technology, organization structure and objective. The theory was chosen since it
has been refered to by many management books to explain the profile of change
management into several classifications. The data in this research were collected
using interview and observation methods to persons who have been identified as
having significant roles in the organization structure, particularly those who are
most affected by this change.
It was found that it is a right decision to invest in technology prior to the
impelementation of the new ERP system. However, it is important to focus in the
adjustment of organizational structure, as well as to align with ERP third party
during the early process of the new ERP system implementation.
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