The client-consultant relationship in ERP implementation in governmentExploring the dynamic between power and knowledge

Resumo

This article investigates the client-consultant relationship in the implementation of enterprise resource planning (ERP) using a case study of the human resource model in the government of the state of Minas Gerais, Brazil. To understand this relationship, we use the theoretical framework of Pozzebon and Pinsonneault, which suggests that knowledge and power are shared and negotiated during ERP implementation. The findings show a unique dynamic of cooperation between the client and the consultant due to mutual dependence, with nine identified mechanisms of knowledge and power that influence the relationship. Some of these mechanisms may be specific to governments and large corporations, including a common language, the involvement of an external agent in the project, and the external information technology (IT) team. This study provides insight that can benefit governments and consultants in successful implementations of ERP. © 2016 - IOS Press and the authors.

Ficha do documento

Tipo

Artigo científico

Ano

2016

Instituição

IOS Press

Fonte

Repositório da FGV

Idioma

Inglês

Acesso

Acesso restrito

DOI

10.3233/IP-160397

Identificador

oai:repositorio.fgv.br:10438/25486

Palavras-chave

Client-Consultant RelationshipErp Implementation In GovernmentPower/Knowledge MechanismsSatisfação do consumidor