Archetypes and the Logic of Management - How assumptions on ERP systems influence management actions

Pernille Kræmmergaard, Kurt Dauer Keller, Ojelanki Ngwenyama

Research output: Journal Article or Conference Article in JournalJournal articleResearchpeer-review


The journey with enterprise resource planning systems
has taken us beyond implementation, into the second wave
of ERP. Now, after running in some years, it is interesting
how the ERP system is managed and what role it plays in the
organization. These questions are addressed in this paper.
Through seven case-studies we found similarities and differences
in the patterns of ERP management. The key characteristics,
with respect to which ERP management differs, are
associated with an archetypal interpretive scheme that we
conceive as embodied organizational motivation and architecture.
The empirical analysis coalesced in our conception
of three alternative archetypes - which we call the supporter,
the driver and the co-player. These archetypes are illustrated
with material from our case-studies. The archetypes are believed
to play an important role in conveying the essential
differences of the ways in which organizations manage their
ERP system.
Original languageEnglish
JournalAIS Transactions on Enterprise Systems
Pages (from-to)36-45
Publication statusPublished - 2012

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