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CHANGING SPACESFOR SOCIAL LEARNING
IN THE IMPLEMENTATION BIOGRAPHYOF AN ERP SYSTEM
Gian Marco Campagnolo
Dep. of Sociology and Social ResearchUniversity of Trento
[email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]
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We wanted to see SAP from thepoint of view of the project or
ofthe plan, not from the accountingpoint of view [...]. But the
logichas been changed.
(Dante Province ERP PM).
[...] I asked that feasibility would bedone by SAP and not by
others.
Unfortunately, in both cases, it has beendecided to establish a
Consortium includinglocal University consultants, the in-houseIT
company and a third consulting firm. SAPis not part of the
consortium. (DanteProvince ERP PM).
[...] the Consortium is more or less like the in-house IT
company. [...] they customized the systemmore than what they had to
do - now we will comeback...-, the same will be with theConsortium
(Dante Province ERP PM).
Field Interviews
Excerpts
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...efficiency
accountability......administrative decentralization
- motivations to implement an ERP system have been
extensivelyinvestigated. Less has been said about the changes of
motivations inextended periods.
:::
...make or buypackaged software or best of breed......customize
the package
focus upon documenting the various forms of customization
andadaptation processes and not about how these forms can
evolve,and combine and relate to each other on single
organizationalcases.
Reviewing the literature
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a single industry solution is not going to bebest from all
perspectives.. (and for ever, I
would add)
administrative/academic cultures
best practice= the dominant perspective
antagonism or absence of choice?
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antagonism or absence of choice?
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organizational moves (Pentland, 1992) abduction (Pierce,
1958)
Theoretical Framework
Social Learning inTechnologicalInnovation
(Williams et al.,2005; Stewart &Hyssalo 2008)
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Methodology
Research SettingDante Province; SAP R/3 implementation;1998-2009
(10 differentmodules/applications)
Research Approach
how actors (top managers; Operative and Staff Services; key
users;project managers; developers and consultants) make sense
ofimplementation choices
Data Collection MethodBiographic interviews; Document Analysis;
Observation - 2 years
fieldwork (2007-2009)
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4 PERIODS: 1998-2002,2002-2005,2005-2008,
2009-...
moving locus of
implementation choices
Analysis
=
=sense made of notions likestandardization/customizations
=
=
the map of a space: thesupply/use space
four time periods
= an implementation trajectory
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Steering Committee
PM
IT in-house developers
in-house ITCompany
Top Managers
Dante Province
Top Managers
ABAP programmingsuppliers
givingresponsability toOperative Services
training
OperativeUsers
more controls by StaffServices
PERIOD 1998-2002
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AccountingDepartment
PM
in-house ITCompany
key userkey userkey user
key userkey userkey userkey userkey user
Operative
Users
FeasibilitySuppliers*
Analysis
Suppliers*
DesignSuppliers*
(Dept.1)(Dept.2)(Dept.3)
(Dept.4)(Dept.5)(Dept.6)(Dept.7)(Dept.8)
coherent with
regulatory provisions
*all with experience from SAPimplementation in the private
coming from theprivate
PERIOD 2002-2005
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AccountingDepartment
PM
SAP partnershipSAPConsultantsfor PublicSector
best practicesoftware
a change managementtool
Other PublicAdministrationsimplementing SAP
Re-Use of Software
PSUG
in-house ITCompany
OperativeUsers
key userkey userkey userkey userkey userkey userkey user
(Dept.2)(Dept.3)(Dept.4)(Dept.5)(Dept.6)(Dept.7)(Dept.8)
FeasibilitySupplier =
PERIOD 2005-2008
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IT in-house company, non SAP consultants, local Univ.
Consortium
Other local organizations implementing SAP(85 edu institutions;
12 public agencies)
AccountingDepartment
PM
aligning
interpretationsof procedures
key user
key user
key user
key user
key user
key user
key user
(Dept.2)
(Dept.3)
(Dept.4)
(Dept.5)
(Dept.6)
(Dept.7)
(Dept.8)
PERIOD 2009-...
