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Tacit Knowledge Sharing in Geographically Distributed Enterprise Resources Planning (ERP) Implementation: An Exploratory Multi-Site Case Study

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  • Ramaraj Palanisamy

    (Department of Information Systems, The Gerald Schwartz School of Business and Information Systems, St Francis Xavier University, NS B2G 2W5, Canada)

Abstract

Organisations that implement Enterprise Resources Planning (ERP) software packages are making a big commitment in terms of both time and money. Realising the ERP benefits, some organisations have successfully implemented while others have struggled, settled for minimum returns, and abandoned the system. Especially in a Geographically Distributed Environment (GDE), ERP implementation is more risky. To mitigate the risks, a knowledge sharing framework is suggested to be put in place during ERP implementation phases. The ERP implementation requires more knowledge about business processes, transaction rules, organisational structure, and other related transactions. Based on findings in an extensive study of three Canadian organisations that have gone through ERP implementation phases, this study examines tacit knowledge sharing in design, configuration, and testing of ERP systems. The lessons learned and knowledge sharing activities are given by presenting a cross-comparison of the case studies.

Suggested Citation

  • Ramaraj Palanisamy, 2009. "Tacit Knowledge Sharing in Geographically Distributed Enterprise Resources Planning (ERP) Implementation: An Exploratory Multi-Site Case Study," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 8(01), pages 1-12.
    • Handle: RePEc:wsi:jikmxx:v:08:y:2009:i:01:n:s0219649209002208
    DOI: 10.1142/S0219649209002208
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