Abstract
This paper provides an interpretation of information technology implementation in a relatively unexplored context, that of higher education. In recent years, there has been a call by governments across the world for universities to improve operational efficiency and to reduce duplication of resources by implementing advanced information systems that span the institution and improve processes. Universities in response turned their efforts to implementing complex ERP systems to facilitate the essential cross functional information integration, free internal information flows, and improve the provision and quality of management information. This paper investigates in turn whether enterprise resource planning (ERP) systems present afeasible information system strategy for higher education institutions. Four in-depth case studies were conducted in higher education institutions (HEIs) that were in the process of implementing ERP systems. Numerous complexities, especially in terms of power, politics, and resistance arose in light of the structure of the HEIs.
The authors would like to acknowledge the work of Mark Havenhand, who undertook part of the data collection and analysis as part of his M.Sc. Dissertation.
The original version of this chapter was revised: The copyright line was incorrect. This has been corrected. The Erratum to this chapter is available at DOI: 10.1007/978-0-387-35489-7_33
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Allen, D., Kern, T. (2001). Enterprise Resource Planning Implementation: Stories of Power, Politics, and Resistance. In: Russo, N.L., Fitzgerald, B., DeGross, J.I. (eds) Realigning Research and Practice in Information Systems Development. IFIP — The International Federation for Information Processing, vol 66. Springer, Boston, MA. https://doi.org/10.1007/978-0-387-35489-7_11
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