A Global Product Lifecycle Management Information System Implementation Case Study: A Framework Integrating PLM, Culture, and Critical Success Factors

The implementation of global Product Lifecycle Management (PLM) information systems (IS) is a complex and challenging technological and social endeavor. This research explored these difficulties though the holistic analysis of a global PLM information system implementation project conducted by an international company and focused on the following research questions: How does vision of success for global PLM information systems vary by culture? How do goals for global PLM information systems vary by culture? What are the Critical Success Factors (CSFs) for global PLM information systems implementation? How does culture change the relative importance of CSFs for global PLM information systems implementation? What theoretical framework emerges to integrate global PLM information systems implementation, culture, and CSFs?;This mixed-methods case study merged CSFs with grounded theory and progressed through three stages of data collection and analysis: in-depth interviews with the company's PLM steering committee; a survey of the company's project team; and a focus group with the company's steering committee. The six most significant findings were as follows: 1. The differences between PLM CSFs and Enterprise Resource Planning (ERP) CSFs are minimal. 2. There is not one list of CSFs, but rather multiple lists where importance is determined by project phase. Similarly, there is not one type of CSF, but three, which vary in essence: triggering (causal); phase-specific (contextual); and cross-phase (intervening). 3. The rating of CSF importance by project phase proved valuable because CSFs are deterministic lead measures that give leverage to the project team. 4. The study found 22 CSFs with statistically significant differences in importance based on the analysis of variance (ANOVA) by culture. These 22 CSFs represented areas of potential conflict worthy of additional management care. 5. The relationship between engineers and IT associates working on the PLM project was framed as customer / supplier. This segregated power-distance view of information systems implementation is radically different than two equal partners jointly striving towards a mutually agreed common goal and may lead to interactions that are formal, distant, and at "arms-length." 6. The data supported development of a preliminary theoretical framework integrating PLM information systems implementation, culture, and CSFs. The framework merged CSFs with grounded theory producing an integrated closed-loop model applicable to a wide variety of information systems implementation challenges.;The results of this research may yield valuable insights for other organizations faced with the complexity of a global information systems implementation in a multi-cultural environment.