The Role of Tacit Knowledge Management in ERP Systems Implementation
Bucharest Academy of Economic Studies
October, 23 2008
Proceedings of the 3rd International Conference Knowledge Management - Projects, Systems and Technologies, Bucuresti, Romania, 2008
Many organizations that implemented ERP systems have reported negative impacts from these large investments. According to extensive academic debates the reason ERP systems implementation are not successful is the disconnection between them and organizational performance due to the economic transition from an era of competitive advantage based on information to one that is based on knowledge. Managing knowledge in an ERP implementation project is a complex and difficult task, as a typical ERP system entails many users, both internal and external, ranging from top executives to data entry operators, external consultants and software vendors. This paper focuses on assessing the role of tacit knowledge management on the success of Enterprise Resource Planning (ERP) systems implementation.
Number of Pages in PDF File: 6
Keywords: knowledge management, tacit knowledge, explicit knowledge, erp system implementation
Date posted: October 29, 2008
© 2015 Social Science Electronic Publishing, Inc. All Rights Reserved.
This page was processed by apollo5 in 0.344 seconds