Purpose – The purpose of this paper is to explore and analyze communication patterns and bridging activities to be able to describe communication barriers in an interorganizational enterprise resource planning (ERP) project and some ways to overcome those.
Design/methodology/approach – The empirical arena was an interorganizational ERP-project, which implemented an On-Premise ERP-system. The goal for the team, assembled from both the buyer and supplier, was to implement an ERP-system, with a fixed price calculated from the expected resources and time needed, half a year. Participant observations, complementary interviews and documentation studies were accomplished, to be able to find and describe communication barriers for organizational development.
Findings – Communication barriers were found, such as technnological concerns, micro-level discussions, limited bridging activities and openness to change.
Research limitations/implications – The present study, concerning one single, interorganizational ERP-project provides a starting point for further research concerning communication barriers in ERP-projects.
Further research could look at the implications communication barriers could have for the buyer and supplier organization in a long term. Practical implications – In managerial implications, some ways to overcome those barriers are discussed.
Originality/value – Communication barriers found, and their impact on knowledge development within interorganizational ERP-projects, is described. The paper offers a starting point for future research concerning communication barriers. Results could be used of managers to understand communication barriers and their implications for knowledge development and organizational change.
2016. Vol. 9, no 1, 214-233 p.
Closed or open for change, Communication barriers, Interorganizational ERP-project