Archetypes and the Logic of Management – How assumptions on ERP systems influence management actions
Abstract
The journey with enterprise resource planning systems has taken us beyond implementation, into the second wave of ERP. Now, after running in some years, it is interesting how the ERP system is managed and what role it plays in the organization. These questions are addressed in this paper. Through seven case-studies we found similarities and differ- ences in the patterns of ERP management. The key charac- teristics, with respect to which ERP management differs, are associated with an archetypal interpretive scheme that we conceive as embodied organizational motivation and archi- tecture. The empirical analysis coalesced in our conception of three alternative archetypes - which we call the supporter, the driver and the co-player. These archetypes are illustrated with material from our case-studies. The archetypes are be- lieved to play an important role in conveying the essential differences of the ways in which organizations manage their ERP system.
References
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Archetypes and the Logic of Management – How assumptions on ERP systems influence management actions
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Archetypes and the Logic of Management – How assumptions on ERP systems influence management actions
Empirical Archetypes”, Journal of Management Studies, Vol. 14, No. 3 pp. 253-280.
[41] Miller, D., and P. Friesen (1980). “Archetypes of Organizational Transition”, Administrative Science Quarterly, Vol. 25, No. 2 pp. 268-299.
[42] Mueller, F., Harvey, C. and Howorth, C. (2003) “The contestation of archetypes: negotiating scripts in a UK Hospital Trush Broad”. Journal of Management Studies, Vol. 40, No. 8, pp. 1971-1995.
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[52] Ross, J. W. (2003), “Creating a strategic IT competency: Learning in stages”, CISR WP No.335 and Sloan WP No. 4313-03.
[53] Ross, J. W. and Vitale, M. R. (2000), “The ERP revolution: surviving vs. thriving”, Information systems frontiers 2:2, 233-241, 2000.
[54] Sabherwal, R. and Chan, Y. E. (2001), “Alignment between busi- ness and IS strategies: A study of prospectors, analyzers, and de- fenders”, Information system research Vol. 12, No. 1, March 2001 p. 11-33.
[55] Sabherwal, R.; Hirschheim, R. and Goles, T. (2001), “The dynam- ics of alignment: Insights from a punctuated equilibrium model”, Organization Science, vol. 12, No. 2 March-April 2001 pp. 179-197.
[56] Schein, E. H. (1997), “Organizational Culture and Leadership”. Jos- sey-Bass.
[57] Schlichter, B. and Kraemmergaard, P. (2010), “A comprehensive literature review of the ERP research over a decade”, Journal of Enterprise Information Management. Vol. 23, No. 4 pp. 486 - 520
[58] Shanks, G.; Seddon, P. B., and Willcocks, L. P. (Eds.). (2003), “Sec- ond-wave enterprise resource planning systems: Implementing for effectiveness”, Cambridge University Press..
[59] Strauss and Corbin (1990). “Basics of Qualitative Research”. Lon- don: Sage Publications.
[60] Swanson, E. B. and N. Ramiller, “The Organizing Vision in Informa- tion Systems Innovation,” Organization Science, Vol. 8, No. 5 (Sep. - Oct., 1997), pp. 458-474.
Archetypes and the Logic of Management – How assumptions on ERP systems influence management actions
[61] Weick, K.E. (2001). “Making Sense of the Organization”. Blackwell Publishing.
[62] Willis, T H. and Willis-Brown, A. H. (2002), “Extending the value of ERP”, Industrial management and data systems, Vol. 102 No. 1-2 pp. 35-39.
[63] Wissema, J., H. Van der Pol, and H. Messer, “Strategic Manage- ment Archetypes” Strategic Management Journal, Vol. 1, No. 1, pp. 37-47, 1980.
[2] Agarwal, R. and Sambamurthy, V. (2002). “Principles and Models for Organizing the IT function”. MIS Quarterly Executive Vo.1 No.1/ March 2002
[3] Bergeron, F.; Raymonch, L. and Rivard, S. (2004), “Ideal patterns of strategic alignment and business performance”, Information management, 41, 2004, 1003-1020.
[4] Boudreau, M. C. and Robey, D. (1999), “Organizational Transition to Enterprise Resource Planning Systems: Theoretical Choices for
Archetypes and the Logic of Management – How assumptions on ERP systems influence management actions
Process Research”, International Conference on Information Sys- tems, pp. 291-299.
[5] Bourdieu, P. (1990). “The Logic of Practice”. Polity Press.
[6] Brock, D.M. (2006) “The changing professional organization: A re- view of competing archetypes”. International journal of Manage-
ment Reviews. Vol. 8, issue 3. pp. 157-174
[7] Brock, D.M., Powell, M.J. and Hinings, C.R. (2006) “Archetypal change and the professional service” Research in Organizational Change and Development”, 6.
[8] Callon, M. and Vignolle, J. P. (1976). “Organisation locale et enjeux societaus”. Sociologie du travail, Vol. 3, no. 2, pp. 233-255.
[9] Carr, A. (2002). “Jung, archetypes and mirroring in organizational change Management – Lessons from a longitudinal case study”. Journal of Organizational change Management. Vol. 15, no. 5, pp. 477-489.
[10] Cooper, D., R. Hinings, and R. Greenwood, (1996). “Sedimentation and Transformation in Organizational Change: The Case of Cana- dian Law Firms” Organization Studies, Vol. 17 pp. 623-647.
[11] Davenport, T. H. (1998), “Putting the enterprise into the enterprise system”, Harvard business review. July-August 1998.
[12] Davenport, T. H.; Harris, J. G. and Cantrell, S. (2004a), “Enterprise systems and ongoing process change”, Business Process Manage- ment Journal, Vol. 10, No. 1 pp. 16-27.
[13] Davenport, T. H., and Brooks, J. D. (2004b), “Enterprise systems and the supply chain”, Journal of Enterprise Information Manage- ment, 17(1), 8-19.
[14] Desouza, K. C. and Evaristo, J. R. (2006). Project management of- fices: a case of knowledge-based archetypes. “International Jour- nal of Information Management”, 26(5): 414-423.
[15] Dilland, D.F.; Ruchala, L. and Yuthas, K. (2005), “Enterprise re- source planning: A physical manifestations of administrative evil”, International Journal of Accounting Information Systems 2005; 6:107–127.
[16] Eneroth, B. (1984). “Hur mäter man ‘vackert’? Grundbok i kvalita- tiv metod” [How to measure ’beautifully’? A basic book on quali- tative method.] Gothenburg: Natur & Kultur.
[17] Feldman, M. (1995). “Strategies for Interpreting Qualitative Data”. Sage.
[18] Galliers, R.D. and Sutherland, A.R. (2003), “Information systems management and strategy formulation: applying and extending the ‘stages of growth’ concept”, In “Strategic Information Man- agement – challenges and strategies in Managing Information Sys- tems”, edited by Galliers, R. D. and Leidner, D. E. (2003) 3rd edition. Elsevier Butterworth Heinemann, Oxford, England, 2003, pp. 33-64.
[19] Glass, R. (1999), “The realities of software technology payoffs”. Communications of the ACM. Volume 42 Issue 2, Feb. 1999
[20] Greenwood, R and Hinings, C.R. (1993). Understanding strategic change: The contribution of Archetypes. Academy of Manage- ment Journal. Vol. 36, No. 5, pp. 1052-1081
[21] Hanseth, O. and Braa, K. (1998), “Techonology as Traitor: Emer- gent SAP Infrastructure in a Global Organization”, R. Hirscheim, M. Newmann, and J. I. DeGross, Eds., The Nineteenth Interna- tional conference on Information Systems, ICIS’ 98, Helsinki, pp. 188-197.
[22] Henderson, J.C. and Venkatraman, N. (1999), “Strategic alignment: Leveraging information technology for transforming organiza- tions”, IBM systems journal, vol 38, NOS 2&3
[23] Holland and Light (1999) , “A critical success factors model for ERP implementation”. Software, IEEE, Volume: 16, Issue 3. Pp. 30 - 36
[24] Hirschheim, R and Lacity, M. (2000), “The myths and realities of Information Technology Sourcing.” Communication of the ACM, vol. 43, No. 2 pp. 99-107.
[25] Hirschheim, R. and Sabherwal, R. (2001), “Detours in the Path to- ward strategic information systems alignment”, California man- agement reviews, Vol. 44, No.1.
[26] Kaarst-Brown, M.L. and Robey, D., (1999) “More on myth, magic and metaphor: Cultural insights into the management of infor- mation technology in organizations”, Information Technology & People, Vol. 12 Iss: 2, pp.192 - 218
[27] Karpik, L. (1978). “Organizations, institutions and history”. In L. Karpik (Ed.), Organization and environment: Theory, issues and reality: 15-68. Beverly Hills, CA: Sage.
[28] Keller, K.D. (2005). ”The Corporeal Order of Things: The Spiel of Usability”. Human Studies Vol. 28, pp. 173-204.
[29] Kraemmergaard, P. (2000), “ERP implementation - ERP as an ac- tor”, In proceedings of 16th World Computer Congress 2000. Au- gust 21-25 2000, Beijing, China.
[30] Kræmmergaard, P. and Koch, C. (2002), “Managing ERP after go- ing-live”, Proceedings of the 9th International Conference, Euro- pean Operations Management Association, Copenhagen.
[31] Lammers, C.J. (1978). “The Comparative Sociology of Organiza- tions”. Annual Review of Sociology. Vol 4, pp. 485-510.
[32] Luftman, J. and McLean, E.R. (2004), “Key issues for IT executives”, MIS Quarterly Executive. Vol. 3, No. 2. June, pp. 89-104.
[33] Maloney, A. (1999). “Preference ratings of images representing archetypal themes: an empirical study of the concept of arche- types”. Journal of Analytical Psychology. Vol. 44, pp. 101-116
[34] Mabert, V. et al. (2001). “Enterprise resource planning: common myths versus evolving reality”. Business Horizons, 2001, vol. 44, issue 3, pages 69-76
[35] Markus, M. L.; Petrie, D., and Axline, S. (2003). “Continuity ver- sus discontinuity: Weighing the future for ERP packages”, In G. Shanks, P. Seddon and L. Willcocks (Eds.), “Secondwave enter- prise resource planning systems - implementing for effective- ness.”, Cambridge University Press.
[36] Markus L. and Tanis C. (2000), “The Enterprise System Experience - From Adoption to Success”, In: Zmud R. (Ed.), “Framing the Do- mains of IT Management” pp. 173-207, Pinnaflex.
[37] Mathiassen, L. and Sørensen, C. (2008). “Towards a theory of or- ganizational information services” Journal of Information Tech- nology (2008) 23, 313–329.
[38] Merleau-Ponty, M. (2002). “Phenomenology of Perception”. Rout- ledge.
[39] Milies, E.E. and Snow, C.C. (1978) ”Organizational strategy, struc- ture and process.”, Mcgraw-Hill.
[40] Miller, D., and P. Friesen (1977). “Strategy-Making in Context: Ten
Archetypes and the Logic of Management – How assumptions on ERP systems influence management actions
Empirical Archetypes”, Journal of Management Studies, Vol. 14, No. 3 pp. 253-280.
[41] Miller, D., and P. Friesen (1980). “Archetypes of Organizational Transition”, Administrative Science Quarterly, Vol. 25, No. 2 pp. 268-299.
[42] Mueller, F., Harvey, C. and Howorth, C. (2003) “The contestation of archetypes: negotiating scripts in a UK Hospital Trush Broad”. Journal of Management Studies, Vol. 40, No. 8, pp. 1971-1995.
[43] Møller, C.; Kræmmergaard, P. and Rotbøl, M. (2003), “Virksom- hedssystemer i Danmark 2003 - en analyse af de 500 største dan- ske virksomheders ERP systemer”, IFI working paper series no. 126 ISSN no. 1398-067X. Aarhus: Department of Information Sci- ence.
[44] Parr, A. N. and Shanks, G. (2000). “A Taxonomy of ERP Implemen- tation Approaches “. Proceedings of the 33rd Hawaii International Conference on System Sciences ,
[45] Pettigrew, A. (1985). “The awakening giant”. Oxford: Basil Black- well.
[46] Piotikainen, P. (1998) “Archetypes as symbolic forms”. Journal of Analytical Psychology, vol. 43 pp. 325-343
[47] Pui Ng, C. S.; Gable, G. G. and Chan, T. (2002), ”An ERP-client bene- fit-oriented maintenance taxonomy”, The Journal of Systems and Software 64 (2002) 87–109.
[48] Reich, B. H. and Benbasat, I. (2000), “Factors that influence the so- cial dimension of alignment between business and information technology objectives”, MIS quarterly Vol. 24. No.1, pp. 81-113, March 2000.
[49] Ricoeur,P.(1991).“FromTexttoAction.EssaysinHermeneutics,II”. Northwestern University Press.
[50] Rikhardsson, P. and Kraemmergaard, P. (2006), “Identifying the impacts of enterprise system implementation and use: Examples from Denmark”, International Journal of Accounting Information Systems, vol. 7. issue 1, pp. 36-49.
[51] Ross, J. W. (1998), “The ERP revolution: surviving versus thriving’centre for information systems research”. Research Pa- per, Sloan School of Management, MIT, 1998
[52] Ross, J. W. (2003), “Creating a strategic IT competency: Learning in stages”, CISR WP No.335 and Sloan WP No. 4313-03.
[53] Ross, J. W. and Vitale, M. R. (2000), “The ERP revolution: surviving vs. thriving”, Information systems frontiers 2:2, 233-241, 2000.
[54] Sabherwal, R. and Chan, Y. E. (2001), “Alignment between busi- ness and IS strategies: A study of prospectors, analyzers, and de- fenders”, Information system research Vol. 12, No. 1, March 2001 p. 11-33.
[55] Sabherwal, R.; Hirschheim, R. and Goles, T. (2001), “The dynam- ics of alignment: Insights from a punctuated equilibrium model”, Organization Science, vol. 12, No. 2 March-April 2001 pp. 179-197.
[56] Schein, E. H. (1997), “Organizational Culture and Leadership”. Jos- sey-Bass.
[57] Schlichter, B. and Kraemmergaard, P. (2010), “A comprehensive literature review of the ERP research over a decade”, Journal of Enterprise Information Management. Vol. 23, No. 4 pp. 486 - 520
[58] Shanks, G.; Seddon, P. B., and Willcocks, L. P. (Eds.). (2003), “Sec- ond-wave enterprise resource planning systems: Implementing for effectiveness”, Cambridge University Press..
[59] Strauss and Corbin (1990). “Basics of Qualitative Research”. Lon- don: Sage Publications.
[60] Swanson, E. B. and N. Ramiller, “The Organizing Vision in Informa- tion Systems Innovation,” Organization Science, Vol. 8, No. 5 (Sep. - Oct., 1997), pp. 458-474.
Archetypes and the Logic of Management – How assumptions on ERP systems influence management actions
[61] Weick, K.E. (2001). “Making Sense of the Organization”. Blackwell Publishing.
[62] Willis, T H. and Willis-Brown, A. H. (2002), “Extending the value of ERP”, Industrial management and data systems, Vol. 102 No. 1-2 pp. 35-39.
[63] Wissema, J., H. Van der Pol, and H. Messer, “Strategic Manage- ment Archetypes” Strategic Management Journal, Vol. 1, No. 1, pp. 37-47, 1980.
Published
2018-08-23
How to Cite
[1]
Kræmmergaard, P., Ngwenyama, O. and Dauer Keller, K. 2018. Archetypes and the Logic of Management – How assumptions on ERP systems influence management actions. AIS Transactions on Enterprise Systems. 1, 1 (Aug. 2018).
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