Operational performance following ERP implementation

This thesis aims to contribute to the discussion on the impact of information technology implementation on operational performance. It does so through the use of longitudinal panel and field data to examine Enterprise Resource Planning (ERP) system implementations at 24 sites in three different companies.; The first stage of the research identifies the level within the firm at which the drivers of variation in the rate of performance improvement exist. Understanding the location of these drivers is crucial if research is to reveal better ways to accelerate improvement. In contrast to traditional studies of the extent and drivers of information technology benefits, which emphasize industry and firm levels of analysis, the evidence presented here suggests that successes are achieved through the management of implementation details down at the individual process level. Despite the characterization of these technologies as impacting the “enterprise” as a whole, management attention should be focused on the interaction of the technology with factors at the business process level.; The second stage of the research investigates potential process level drivers of performance improvement through the use of case studies on two firms. Case evidence suggests a role for process mapping, and iterative development activities in promoting improved fit between process requirements and technology capabilities. End-user training and support through Super Users and peer networks are suggested as mechanisms that contribute to realizing the potential improvement created by that fit. The thesis concludes with a discussion of the possible role played by cross-site process heterogeneity; differences in requirements for the same business process across different implementation sites within the same company.