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• Institutionalizing project management practices improve the success of transformational projects.
• Routinizing benefits management practices improves the performance of business change managers in transformational projects.
• Routinizing project benefits governance framework improves the success of transformational projects than applying any of them alone.
• The responsibility of the project manager is not to deliver the investment success. This is the role of Business Change Manager.
The success of ERP has been discussed extensively throughout the last decade. However, this research offers a new lens for understanding this success through combining project management theory with institutional theory. Based on neo-institutional theory, it is proposed that the more the Project Management (PM) and Benefits Management (BM) are used as practice and governance frameworks in an organization, the more it is able to use them in ERP projects since they become part of its institutional logic in managing its projects. Therefore, ERP investment success is hypothesized to be associated with the organization's project and benefits management institutional logics. After analyzing 130 questionnaires using Structural Equation Modeling, it is found that these hypotheses are supported. Furthermore, the organizations that have both logics outperform others which have not. This research implies that project management is not responsible for the project investment success. This is the responsibility of business change management.
Journal: International Journal of Project Management - Volume 34, Issue 3, April 2016, Pages 412–428