Management Reactions to Technological Change: The Example of Enterprise Resource Planning
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CONTRIBUTORS:
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JOURNAL:
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YEAR:
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2006
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PUB TYPE:
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Journal Article
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SUBJECT(S):
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middle managers; reactions to change; resistance; Enterprise Resource Planning
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DISCIPLINE:
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Business/Management
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HTTP:
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LANGUAGE:
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English
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PUB ID:
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103-422-330
(Last edited on
2005/12/20 12:53:25 US/Mountain)
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SPONSOR(S):
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ABSTRACT:
This paper explores how different types of managers respond to large-scale organizational change, and what factors underpin differences in management attitudes and reactions. Through qualitative analysis of the introduction of Enterprise Resource Planning (ERP) systems in two case study organizations, we argue that variations in managerial responses to organizational change relate to both the structural position of individual managers, as well as their level of involvement in the implementation of change. Managers are also shown to exhibit agency in interpreting, influencing and negotiating the impact of organizational change. Our analysis emphasizes the need to incorporate more critical perspectives informed by labor process theory with existing insights from conventional organizational change literature.
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