ORGANIZATIONAL LEARNING IN ERP IMPLEMENTATION:AN EXPLORATORY STUDY OF STRATEGIC RENEWAL

摘要

This paper reports on a case study of a large firm that implemented an enterprise resource planning (ERP)rnsystem in China. We propose that ERP implementation is a process of organizational strategic renewal.rnFocusing on the firm’s assimilating new learning (exploration) and using what has been learned (exploitation),rnwe study the transference of learning among three levels - individual, group and organization, following thernorganizational learning framework proposed by Crossan and her colleagues (1999). The results suggest thatrna strong leadership and creating a crisis in the organization make people accept the ERP implementationrnproject and contribute innovative ideas. Mechanisms to encourage learning and core teams consisting ofrnmultidisciplinary personnel that bring knowledge of all aspects together are necessary for achieving strategicrnrenewal by the adoption of ERP systems. While it is important to get external knowledge from consultants, therninvolvement of senior and mid-level managers in the ERP implementation is critical for the organization tornstrike a balance of adaptation to and customization of the ERP system. Such a balance ensures the success ofrnERP projects in China.