Khawar Sultana1*, Nauman Shah2, Usman Sattar3, Usman Khalid4
1Ms, University of Management and Technology, PAKISTAN, firstname.lastname@example.org
2 Dr., University of Management and Technology, PAKISTAN, email@example.com
3Asst. Prof., University of Management and Technology, PAKISTAN, firstname.lastname@example.org
4Lecturer, University of Management and Technology, PAKISTAN, email@example.com
Implementation process of Enterprise Resource Planning is highly socio-technical factors dependent. ERP implementation management is highly knowledge intensive which makes its implementation a highly complex and interactive process. In view of this complexity ERP implementation is outsourced to ERP consultants. However, the client firms are called upon to participate as a strategic partner during this partnership. This study presents partnership practices of one case organization where consultants and clients firms co-create value through specific behavioral factors. The value co-creating behaviors identified are critical in strengthening the outsourcing partnership and determining the level of success of ERP implementation and value delivery of such projects. Researchers took an interpretive approach to conduct this study and found that an effective experience of value-co-creating behaviors of participants in ERP implementation outsourcing have the potential of transforming value chain of technology adoption process into high or low business value co-created from clients and vendors partnership. It would result in ERP system quality. It is contingent upon the personality trait of self-development of participating individuals. It is likely to motivate partners to contribute in interactive interdependencies like ERP implementation. The author further propose that when organizational, technical, individual and social factors complement each other, they are likely to result in system quality which is very important value delivery of such partnerships. Hence, value co-creation behaviors are of great relevance to interactive relationships in B2B context and play an important role in moving partners beyond task performance to extra role behavior. Considering the external factors of motivation of such behaviors, top management support and governance mechanism can also be focused in future studies as determinant of participants motivation and ultimate differential performance in resource management in B2B outsourcing context and augmented value co-creating behaviors of consultant and client firms employees.
Keywords: ERP implementation, transformation, value co-creation behaviors, outsourcing
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