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Implementation of enterprise resource planning (ERP) software in a major construction contracting organization in Hong Kong

Chan, Eric and Mills, Anthony 2011, Implementation of enterprise resource planning (ERP) software in a major construction contracting organization in Hong Kong, International journal of managing projects in business, vol. 4, no. 1, pp. 168-178.

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Title Implementation of enterprise resource planning (ERP) software in a major construction contracting organization in Hong Kong
Author(s) Chan, Eric
Mills, Anthony
Journal name International journal of managing projects in business
Volume number 4
Issue number 1
Start page 168
End page 178
Total pages 11
Publisher Emerald Group Publishing
Place of publication Bingley, England
Publication date 2011
ISSN 1753-8378
1753-8386
Keyword(s) construction industry
Hong Kong
knowledge management
leadership
partnership
project management
Summary Purpose – The purpose of this paper is to summarize the scope, methodology and main findings of a doctoral thesis about the implementation of enterprise resource planning (ERP) software in a major construction contracting organization in Hong Kong. This research is taken from a leadership and power and project management (PM) perspective.

Design/methodology/approach – The project adopted a case study approach in which the candidate was an employee/observer, who was embedded as a member of the business transformation team taking an action learning approach to study the ERP adoption. The research used the soft system methodology to identify gaps in the observed maturity level which exists in the organization. Data was gathered using public and private documentation, semi-structured interviews, observation and was validated through review of evidence with participants.

Findings – The results identified the importance of leadership and cultural issues in implementation of the business strategy. This research includes a contribution in two spheres: PM and construction procurement. The first implication for PM theory was to illustrate how knowledge has been efficiently managed within a construction organization by using information communication technology (ICT). It can be represented by the ladder of ICT>ERP>KM>PM. The second implication was to pave the way for the use of partnering strategies in PM practice. It can be represented by the ladder of National Culture>Organizational Culture>Leadership>Partnering Strategy>PM.

Practical implications – This model could be adapted to other large and complex organisational contexts. The research project also has implications as opening up a PM perspective on business transformation.

Originality/value – The contribution of this research is proving the success of adopting KM in a construction company by using an ERP system. The importance of culture in the traditionally collectivistic construction industry, and the issues senior management should take into account when formulating business strategies.
Notes Reproduced with the kind permission of the copyright owner.
Language eng
Field of Research 129999 Built Environment and Design not elsewhere classified
Socio Economic Objective 970112 Expanding Knowledge in Built Environment and Design
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2011, Emerald Group Publishing Limited
Persistent URL http://hdl.handle.net/10536/DRO/DU:30037083

Document type: Journal Article
Collections: School of Architecture and Built Environment
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