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- Publisher
- IOS Press
- Copyright
- Copyright © 2016 IOS Press and the authors. All rights reserved
- ISSN
- 1570-1255
- eISSN
- 1875-8754
- DOI
- 10.3233/IP-160397
- Publisher site
- See Article on Publisher Site
Abstract
This article investigates the client-consultant relationship in theimplementation of enterprise resource planning (ERP) using a case study ofthe human resource model in the government of the state of Minas Gerais,Brazil. To understand this relationship, we use the theoretical framework ofPozzebon and Pinsonneault, which suggests that knowledge and power areshared and negotiated during ERP implementation. The findings show a uniquedynamic of cooperation between the client and the consultant due to mutualdependence, with nine identified mechanisms of knowledge and power thatinfluence the relationship. Some of these mechanisms may be specific togovernments and large corporations, including a common language, theinvolvement of an external agent in the project, and the externalinformation technology (IT) team. This study provides insight that canbenefit governments and consultants in successful implementations of ERP.
Journal
Information Polity – IOS Press
Published: Jan 1, 2016