Journal Article10.1080/1097198X.2011.10856541
Erp implementation: A cross-cultural perspective
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TL;DR: In this paper, the authors explore the interplay between national culture and the manner in which the ERP project unfolds through the use of two case studies from the US and Italy and demonstrate the impact of national cultural on the two ERP implementation projects.
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Abstract: The literature on ERP (Enterprise Resource Planning) systems implementation is replete with stories of unsuccessful project outcomes. One of the issues that have attracted relatively little research is the interplay between national culture and the manner in which the ERP project unfolds. The goal of this article is to explore this issue through the use of two case studies from the US and Italy. The data from the case studies is used to demonstrate the impact of national cultural on the two ERP implementation projects. Based on the unique patterns of the implementation process in each of the two cultures, broader issues of ERP implementation are explored and directions for future research on ERP implementation across cultures are proposed.
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The Influence of National Culture on Information Technology Development, Implementation, and Support Challenges in China and the United States
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References
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TL;DR: In his book Culture's Consequences, Geert Hofstede proposed four dimensions on which the differences among national cultures can be understood: Individualism, Power Distance, Uncertainty Avoidance and Masculinity as mentioned in this paper.
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