Article2009

Top Management Support of Enterprise Systems Implementations

211 citations0/0 files storedJournal of Information Technology

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

ERP Systems Implementation and Impact Information Technology Governance and Strategy Information Systems Theories and Implementation

Abstract

Despite the general consensus regarding the critical role of top management in the information systems (ISs) implementation process, the literature has not yet provided a clear and compelling understanding of the top management support (TMS) concept. Applying metastructuring (Orlikowski et al., 1995) as a guiding framework for understanding TMS behaviors, this paper attempts to address the gap by focusing on two key questions: (1) What supportive actions do top managers engage in during IS implementations? (2) How do these actions affect IS implementation outcomes? Analyses of in-depth case studies at two Canadian universities that had implemented a large-scale enterprise system revealed three distinct types of TMS actions: TMS - resource provision (TMSR - actions related to supplying key resources such as funds, technologies, staff, and user training programs); TMS - change management (TMSC - actions related to fostering organizational receptivity of a new IS); and TMS - vision sharing (TMSV - actions related to ensuring that lower-level managers develop a common understanding of the core objectives and ideals for the new system). Results suggest that different support behaviors exercise different influences on implementation outcomes, and that top managers need to adjust their support actions to achieve the desired outcomes. In particular, TMSR affected project completion, TMSC impacted formation of user skills and attitudes, and TMSV influenced middle manager buy-in. Theoretical and practical implications of these findings are discussed.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 211 citations exist upstream.

References

1984Case Study Research: Design and Methods 1989Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology 2003User Acceptance of Information Technology: Toward A Unified View1 1977Self-efficacy: Toward a unifying theory of behavioral change.1975Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research 1977Self-efficacy: Toward a unifying theory of behavioral change.2011Case study research: design and methods 1984The Constitution of Society. Outline of the Theory of Structuration

Cited by

2012Assessing Common Method Bias: Problems with the ULMC Technique1 2014Six types of IT-business strategic alignment: an investigation of the constructs and their measurement 2023AI-Augmented HRM: Literature review and a proposed multilevel framework for future research 2018Interaction effect of strategic leadership behaviors and organizational culture on IS-Business strategic alignment and Enterprise Systems assimilation 2020Blockchain-Based Supply Chain Management: Understanding the Determinants of Adoption in the Context of Organizations

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.