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27 May 2021 | Posted by Equipo Editorial de PhD

Una visión de Transformación digital y Aprendizaje organizacional en la implantación de un ERP y su efecto en el desempeño organizacional

Mr. Eddy Alberto Morris’ Thesis Lecture. Author:  Sr. Eddy Alberto Morris. Director:  Dr. Francesc Miralles. Date:  1st of June, 2021. Hour: 17:00. Place: Aula Magna. Tribunal: Ph.D. Peter Yamakawa; Ph.D. Christopher Kennett; Ph.D. Miguel Angel Montoya
Organizations assume that investments in information technology, within the framework of digital transformation, generate success in organizational performance and competitive advantage. This research shows that success in implementation is not enough, and both IT innovation and process redesign are necessary as both change organizational structures. Organizational performance can be explained by the organizational change actions that accompany the implementation of IT. One form of investment in information technology is the implementation of an ERP system, however, a large number of projects do not reach the expected goals. This study provides findings on how organizations ensure that investments in information and communication technologies (ICT) offer a positive return in organizational performance, all of this applied to the implementation of an ERP. This work is delimited by the effect that ERP implementation has on an organization, all this reflected in the perception of improvement in organizational productivity, as a measure of organizational performance, and this effect is conditioned by how the quality assurance of the ERP implementation project has been carried out, and how this implementation has had effects on IT Innovation and Business Process Innovation. For the development of the qualitative research work, a comparative and cross-sectional study of multiple cases is used and applied to four different industries Peruvian companies, which implemented an ERP seeking to improve their productivity. It is proposed as a theoretical framework of the research, a double stage of perspectives. In the first place, the resource-based view and its derivative of dynamic capabilities are used to understand how an organization adapts to situations of rapid and dynamic change within a competitive environment. In the second stage, the theoretical framework of organizational learning is employed, since, as presented in the findings of this study, the implementation of an ERP may be conditioned by how the organization learns and, at the same time, benefits from the learning that the organization can have throughout its implementation period. This research work proposes to consider the implementation of an ERP as a change situation problem between the states before and after the implementation. Furthermore, the study shows, that in addition to the existence of organizational capabilities, how the organization is able of learning these capabilities must be taken into account, this means to consider organizational learning in the implementation of an ERP. With that, the implementation of an ERP involves the interaction of three systems, the organizational learning system, the software implementation system itself and, finally, the system that reflects the organizational impact. To respond to the interactions that arise from the confluence of these three systems, the study suggests using the theory of complex systems. In this way, this thesis proposes a complex model called Complex Integrated Business Management System (SCIGE). This model is analyzed from the perspective of complex adaptive systems. This analysis gives birth to the original contribution by proposing a set of transition dynamics between the states of the organization before and after the implementation. The main contributions propose that the implementation of an ERP requires a holistic perspective that takes into account the learning processes that are generated during the implementation of the ERP. Hence, transition dynamics that allow a successful ERP implementation are proposed. This contribution is relevant at an academic and business level. The academic contribution is complemented by a set of good practices that can help managers make better decisions when carrying out ERP implementation projects, especially in the current era where companies must face the challenge of digital transformation. The ERP implementation models must ultimately incorporate a process vision that includes those organizational and learning processes that are affected by the implementation of the ERP beyond the implementation of the software. Moreover, the results of this work allow executives of the user areas and information systems to take into account in an integrated way, additional actions apart from those of software implementation when analyzing a digital transformation project.
Conexión con la lectura de la tesis
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