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dc.contributor.authorAbdinnour, Sue
dc.contributor.authorLengnick-Hall, Mark L.
dc.contributor.authorLengnick-Hall, Cynthia A.
dc.date.accessioned2013-06-24T15:17:32Z
dc.date.available2013-06-24T15:17:32Z
dc.date.issued2003-04-16
dc.identifier.citationSue Abdinnour-Helm, Mark L. Lengnick-Hall, Cynthia A. Lengnick-Hall, Pre-implementation attitudes and organizational readiness for implementing an Enterprise Resource Planning system, European Journal of Operational Research, Volume 146, Issue 2, 16 April 2003, Pages 258-273en_US
dc.identifier.issn0377-2217
dc.identifier.urihttp://dx.doi.org/10.1016/S0377-2217(02)00548-9
dc.identifier.urihttp://hdl.handle.net/10057/5745
dc.descriptionClick on the DOI link to access the article (may not be free)en_US
dc.description.abstractImplementing an Enterprise Resource Planning (ERP) system is expensive and time consuming. A substantial cost is associated with pre-implementation involvement and training designed to encourage acceptance and effective implementation of the system. The results of this study indicate that, contrary to conventional wisdom, extensive organizational investments in shaping pre-implementation attitudes do not always achieve the desired effects. Despite extensive time, money and effort, length of time with the firm and position had a greater impact on attitudes toward ERP capabilities, value, acceptance and timing than high levels of pre-implementation involvement.en_US
dc.language.isoen_USen_US
dc.publisherElsevieren_US
dc.relation.ispartofseriesEuropean Journal of Operational Research;v.146, no.2
dc.subjectOrganizationen_US
dc.subjectEnterprise resource Planningen_US
dc.subjectTechnologyen_US
dc.subjectImplementationen_US
dc.titlePre-implementation attitudes and organizational readiness for implementing an Enterprise Resource Planning systemen_US
dc.typeArticleen_US
dc.description.versionPeer reviewed
dc.rights.holderCopyright 2013 Elsevier


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