Managing organization-package-stakeholder (OPS) fit during an enterprise system implementation: A processual analysis

Abstract

The widespread implementation of Enterprise System (ES) packages is one of the more significant IT developments in recent years. ES benefits include providing a wealth of real-time information, eliminating redundant data, enhancing strategic decision-making, and tightening interdependencies among departments. However, understanding ES implementations remains challenging in part due to the over-reliance on analyzing generic IS implementation metrics and critical success factors, rather than considering unique ES implementation issues. One such challenge identified in this study is the alignment of organization functionality, package features and stakeholder interests (OPS). This study thus seeks to address this gap in ES implementation research by asking the research question ¿how can OPS fit be managed in the implementation of Enterprise System¿. The contingency theory of leadership was used as the theoretical sense-making lens in this endeavour. The interpretive case study methodology was adopted to examine the ES implementation of two organizations and an analysis of these cases led to the development of a process model of managing OPS fit during ES implementation. The cross-case analysis yielded four findings that addressed the research question. This study contributed towards the theoretical development of research on managing OPS fit during ES implementation and the contingency theory of leadership. Implications for practitioners were also offered based on the findings of this study.