Exploring knowledge sharing in ERP implementation: an organizational culture framework

This is a multi-site case study of firms that have implemented enterprise resource planning (ERP) systems. It examines eight dimensions of culture and their impact on how ERP implementation teams are able to effectively share knowledge across diverse functions and perspectives during ERP implementation. Through synthesizing the data, we develop a cultural configuration that shows the dimensions of culture that best facilitate knowledge sharing in ERP implementation. The results also indicate ways that firms may overcome cultural barriers to knowledge sharing. A model is developed that demonstrates the link between the dimensions of culture and knowledge sharing during ERP implementation. Possible research questions on which future research can be based are also identified.