What is it about?
The case studies trace how ERP systems were introduced into a Japanese and an American. The results were very different. In the American company it was to exert control at the centre though this proved problematic. In the Japanese company the ERP system did not change the existing relationships between the HQ and overseas subsidiaries. The ERP systems were often changed locally and control was scattered.
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Why is it important?
The paper shows that ERP systems are not 'off the shelf' products ready for installation but undergo major modifications continually across organisations. Thus resultant systems are not stable or identical across organisations. The technology is constructed in processes of mediation and trandlation within dispersed and changing networks.
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This page is a summary of: A ‘time–space odyssey’: management control systems in two multinational organisations, Accounting Organizations and Society, October 2005, Elsevier,
DOI: 10.1016/j.aos.2003.10.006.
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