The aim of this paper is to demonstrate whether stakeholders activating a project shape team
building, the structure and magnitude of resource investment levels, and to what extent these
levels impact ERP project effectiveness. The process view of an ERP project includes project
initiation, system justification and funding, implementation, and early system use. Results
from a nationwide empirical survey conducted in Austria (N = 88) show that activating actors
influence team formation and resource investments, which impact project effectiveness
levels. Resource-intensive justification and funding phases tend to precede resource-intensive
implementations in heavy-weight projects, which seem to be less effective than light-weight
projects. Resource and change conflicts are associated with lower project performance and
are more common in resource-intensive ERP projects, where early system use appears to be
relatively less stable. (author's abstract)
| Identifer | oai:union.ndltd.org:VIENNA/oai:epub.wu-wien.ac.at:3914 |
| Date | January 2013 |
| Creators | Bernroider, Edward |
| Publisher | Palgrave Macmillan |
| Source Sets | Wirtschaftsuniversität Wien |
| Language | English |
| Detected Language | English |
| Type | Article, PeerReviewed |
| Format | application/pdf |
| Relation | http://dx.doi.org/10.1057/ejis.2012.51, http://www.palgrave.com/, http://epub.wu.ac.at/3914/ |
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