ERPs as ‘technologies‐in‐practice’: social construction, materiality and the role of organisational factors

Abstract

Enterprise Resource Planning systems (ERPs) often fail to deliver the organisational benefits anticipated. This paper uses Orlikowski's ‘technology‐in‐practice’ framework to analyse the impact of an ERP on branch managers in a large bank. While this framework provides important insights into the impact of ERPs, the case also highlights the significance of organisational factors in shaping how users enact technology at work.

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