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ERP Implementation Across Cultures: A Political Perspective

ERP Implementation Across Cultures: A Political Perspective

Celia Romm Livermore, Pierluigi Rippa
Copyright: © 2011 |Volume: 2 |Issue: 4 |Pages: 13
ISSN: 1947-9131|EISSN: 1947-914X|EISBN13: 9781613507001|DOI: 10.4018/jep.2011100102
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MLA

Romm Livermore, Celia, and Pierluigi Rippa. "ERP Implementation Across Cultures: A Political Perspective." IJEP vol.2, no.4 2011: pp.16-28. http://doi.org/10.4018/jep.2011100102

APA

Romm Livermore, C. & Rippa, P. (2011). ERP Implementation Across Cultures: A Political Perspective. International Journal of E-Politics (IJEP), 2(4), 16-28. http://doi.org/10.4018/jep.2011100102

Chicago

Romm Livermore, Celia, and Pierluigi Rippa. "ERP Implementation Across Cultures: A Political Perspective," International Journal of E-Politics (IJEP) 2, no.4: 16-28. http://doi.org/10.4018/jep.2011100102

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Abstract

Implementing an ERP project is a political process. This paper starts with a literature review of organizational politics and its implications to the implementation of ERP systems. The Political Strategies Framework which categorizes different ePolitics strategies in the cases is introduced. The framework is applied in the later sections of the paper to case study data from two companies, one in the US and one in Italy, that both implemented a SAP Enterprise Planning Systems (ERP) with very different outcomes. The discussion highlights the political dynamics in each case and the way in which the framework can help us understand these differences. The conclusion section discusses the differences between the political dynamics in each case and the implications from the findings to broader issues of research on ERP implementation and politics.

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