Les ERP à l'épreuve de l'organisation

Patrick BESSON


The ERP case raises a worrying issue : have we got the organizational paradigm and the managerial skills of the new information technologies ? Based on an analysis of conflict during ERP projects, the author shows that the cognitive maps of the "designers" are the key failure factors of ERP projects. The people in charge of implementing ERP have not the relevant conceptual framework so far. They manage the ERP projects without taking seriously into account the impacts of the technology on the jobs, the power and the values of the stakeholders. In that way, the conflict is the means by which stakeholders push the "designers" to take into account their organizational claims. Through the ERP case, the author asks some fundamental questions about the nature and the proccess of organizational engineering in the information age.


Informational integration;Strategic action;Failure;Cognition;Conflict management;Organizational engineering;Process;Change;Project management

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DOI: http://dx.doi.org/10.9876/sim.v4i4.69

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