فرهنگ سازمانی و رهبری در اجرای برنامه ریزی منابع سازمانی (ERP)

This paper theorizes how leadership affects ERP implementation by fostering the desired organizational culture. We contend that ERP implementation success is positively related with organizational culture along the dimensions of learning and development, participative decision making, power sharing, support and collaboration, and tolerance for risk and conflicts. In addition, we identify the strategic and tactical actions that the top management can take to influence organizational culture and foster a culture conducive to ERP implementation. The theoretical contributions and managerial implications of this study are discussed.

Enterprise resource planning (ERP) systems, a type III information system (IS) innovation, have strategic relevance because their integration into core business processes or strategies can directly impact firms' performance [69] and [76]. Thus, many firms have formulated strategies underpinned by ERP systems [12] and [65]. One study estimates that between 1.5 and 6.0% of firms' annual revenues are spent on ERP implementation [44]. However, while some firms achieve successful outcomes with regard to their ERP adoption, more firms fall victim to the long, costly, unsuccessful adoption process and find the promising benefits far beyond reach [72]. For example, only 10 to 15% of the surveyed firms have achieved expected performance improvement; the remaining firms are experiencing significant discrepancies between goals and results in ERP operations [34]. Given the high spending and low success rate, it is urgent for researchers to unlock the mystery of benefit realization in ERP adoption and theorize the important predictors' effects on ERP implementation practices [17]. The literature suggests that the fit between the information system and organizational culture is critical for firms to reap potential benefits promised by the system [68]. When the system conflicts with an organization's culture, resistance behavior will result: the system will be rejected, sabotaged or modified to match the existing culture [19] and [47]. On the other hand, there is a strong body of opinion suggesting that culture can be consciously designed and manipulated by leadership (e.g., [71], [73], [81] and [82]). In a similar vein, we contend that leadership can enhance the chance of ERP success by fostering a desired culture. Indeed, in the extant ERP literature, leadership is consistently identified as the most important factor affecting ERP implementation (e.g., [2], [13], [58] and [79]). In Sarker and Lee's [70] research, leadership is identified as a necessary factor for ERP implementation success. However there is no study on the mediating role of organizational culture in the relationship between leadership and ERP implementation success, though these factors are highly correlated [1]. In this paper, we intend to theorize how leadership affects ERP implementation through fostering the right organizational culture. We do not attempt a comprehensive or exhaustive discussion here. Rather, we offer initial direction and propositions to spur research efforts. In particular, we study the dimensions of organizational culture relevant to ERP implementation, i.e., learning and development, participative decision making, power sharing, support and collaboration and tolerating risk and conflicts. We argue that the success of ERP implementation is positively related with these dimensions of organizational culture. In addition, focusing on leadership at the top management level, we identify the strategic and tactical actions that can be taken to influence organizational culture and theorize how these actions can foster the desired culture conducive to ERP implementation. This paper is organized as follows. First, we review the literature on ERP, organizational culture and leadership. We then describe the theoretical framework and articulate our propositions on the relationships between strategic and tactical conducts of leadership, organizational culture attributes and ERP implementation success. At last we offer some concluding thoughts.

During the past decade, the huge investment in ERP system packages and the significant different adoption results prompt many researchers to search for critical success factors (e.g. [1], [31], [48], [58], [75] and [79]. However, the underlying process of how these factors affect ERP implementation results remains a largely untapped research area. Our work is motivated by the relationships between leadership, organizational culture and ERP implementation success — leadership is necessary for ERP implementation success [70]; leadership is the determinant of organizational culture design [71]; and the fit between organizational culture and an information system is critical for its implementation success [19] and [47]. Due to their nature of integration, commercial packages and empowering the front line employees, ERP systems' embedded culture may not be compatible with an organizational culture's status quo. ERP implementation imposes a great challenge on an adopting organization to foster a culture that is conducive to its success. Studying how leadership at the top management level fosters this culture extends our understandings of ERP implementation outcomes. In this paper, we articulate traits of organizational culture that are conducive to ERP implementation and match ERP systems' embedded management philosophy. In addition, along the dimensions of organizational culture, we study strategic and tactical actions that top management can take to manipulate organizational culture. Specifically, we focus on the formulation of a right strategic vision of ERP adoption, advocacy of the vision, role modeling, setting up learning structures and dispensing contingent rewards by top management. We also study these actions' effect on organizational culture. While we study transformational leadership's effects on ERP implementation by fostering the desired organizational culture, we concede that leadership can be affected by an organization's existing culture. However, the different cultures' influence on the effectiveness of top management's leadership behavior is beyond the scope of this paper.