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Change Management in An Organization While Implementing ERP

This document discusses several papers on change management strategies for implementing ERP systems. It identifies key challenges to successful ERP implementation like user resistance to change. The papers propose various strategies to address resistance like communicating the benefits of ERP, training users, involving employees, and establishing top management support. They also recognize the importance of culture change management and addressing the human aspects of change. Overall, the document outlines different approaches for reducing resistance and ensuring users adopt new ERP systems.

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Aravinth Palpandian
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115 views

Change Management in An Organization While Implementing ERP

This document discusses several papers on change management strategies for implementing ERP systems. It identifies key challenges to successful ERP implementation like user resistance to change. The papers propose various strategies to address resistance like communicating the benefits of ERP, training users, involving employees, and establishing top management support. They also recognize the importance of culture change management and addressing the human aspects of change. Overall, the document outlines different approaches for reducing resistance and ensuring users adopt new ERP systems.

Uploaded by

Aravinth Palpandian
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Change management in an organization while implementing ERP

1. Change management strategies for successful ERP implementation


Author: Adel M. Aladwani
Proactively dealing with the attitude of potential users
How marketing and ERP implementation ideas and strategies
together could help overcome workers resistance to ERP
ERP research revealed different strategies for implementing ERP
successfully Organizational, technical and people strategies
ERP implementation viewed as a threat to their job
Compares and contrasts the marketing strategy and ERP
implementation
Basic resistance factors: perceived risk and habit
Three phase implementation: knowledge formulation(discussion
with the employees), strategy implementation(formulate a
communication plan to tell them the benefits, training, careful
timing of the change), and status evaluation(performance system to
measure the progress)
2. THE IMPACT OF CHANGE MANAGEMENT IN ERP SYSTEM: A CASE STUDY OF
MADAR
Author: ABEER N. AL-NAFJAN, Dr. ABDULLAH S. AL-MUDIMIGH
Many companies struggle during the implementation phase due to
the underestimation of the complexity and the lack of experience
for the change process
Psychological factors such as resentment, frustration, fear, feelings
of failure, and low motivation
perceived risk and habit
Kotter and Schlesinger says : four most common reasons for
resisting change: people focus on their own interests and not on
those of the organization as a whole, misunderstanding of the
change and its implications, belief that the change does not make
sense for the organization, and low tolerance for change.
As considering human side of change, it is worth considering that
change begins from top and proceeds one by one. In order to
reinforce communication between the staff and the management, it
is necessary to create ownership spirit along with agreements, and
it is necessary to address the relevant culture
Introducing a change management team
4 elements to reduce the resistance : top management support;
training, placement of best people on implementation; and heavy
involvement of people from the field
5. Change Management Strategies for Effective Enterprise Resource Planning
Systems: A Case Study of a Saudi Company
Author: Hailah Alballaa, Abdullah S. Al-Mudimigh
It is critical for all change management managers to understand the
values of their organizations and culture because they influence the
way change will be accepted and adopted

3 types of resistance behaviour : non-destructive, proactivelydestructive, and passively-destructive


Proposed 9 change management strategies
It also introduced two variables:
1. Individuals effective use of the ERP system
2. Individuals motivation to learn and use the ERP system effectively
Factors: Employee involvement, top management involvement,
undefined goals, defined model for implementation, effective
communication, training
6. Change Management: The Real Struggle for ERP Systems Practices
Author: Paul Hawking & Andrew Stein
This mainly deals with the people change requirements
Perceived risk and habit
Pre-requisites for change: communicating that vision articulately
and clearly from a top down perspective; preparing a culture for
change, setting strong leadership and providing an environment for
participation
Factors: communication, processes, transition, training
Change management budget metrics were studied like how much of
their budget was allocated for change training, communication, etc
Change management Success factors:

Barriers for change management:

Practices to lessen employee resistance

7. RESISTANCE TO CHANGE AND ERP IMPLEMENTATION SUCCESS: THE


MODERATING ROLE OF CHANGE MANAGEMENT INITIATIVES
Author: Zafar U. Ahmed,Imad Zbib, Sawaridass Arokiasamy,T. Ramayah
and Lo May Chiun
8.

CHANGE MANAGEMENT PERSPECTIVES IN AN ERP IMPLEMENTATION


Author: Kemppainen, Ilkka
Culture change was felt important
Four modes of planned change processes: commanding,
engineering, teaching and socialising

9. A Recurring Improvisational Methodology for Change Management in ERP


Implementation
Author: Michelle M. Sieber, Fui Hoon (Fiona) Nah
Three types of change: Anticipated change, Emergent change,
Opportunity-change
This model focuses on the technical and technological changes

ERP

10.
The Change Management Strategies and Processes for Successful
Implementation: A Case Study of MADAR
Author: Hala M. Al-Shamlan, Abdullah S. Al-Mudimigh

Factors: Attitude,

Change management strategy should include processes and


methods like: top management commitment, training,
communication, involvement and awareness

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