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Learning as a change agent in ERP enabled organisations - a case analysis

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  • Rajendran Raju
  • Ranga Rajagopal

Abstract

Although organisations implement enterprise resource planning (ERP) systems as part of their strategic management initiatives, most of them do not realise the expected level of business benefits. This could be understood better by studying the outcome-based measures (use, learning and value). Learning can contribute to improved and strategic use of the system resulting in efficiency and effectiveness. Organisational change can be brought about by institutionalising this learning which can ensure better system usage leading to enhancement in business value. A conceptual model has been developed and validated through a case study to demonstrate how organisations can manage their learning dynamically to enhance usage of information systems to deliver enhanced task performance leading to better impact.

Suggested Citation

  • Rajendran Raju & Ranga Rajagopal, 2014. "Learning as a change agent in ERP enabled organisations - a case analysis," International Journal of Information Systems and Change Management, Inderscience Enterprises Ltd, vol. 7(1), pages 3-22.
    • Handle: RePEc:ids:ijiscm:v:7:y:2014:i:1:p:3-22
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    References listed on IDEAS

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