Leading change in technological transformation: implementation of new Enterprise Resource Planning system
Koistinen, Katja (2021)
Koistinen, Katja
2021
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202105178997
https://urn.fi/URN:NBN:fi:amk-202105178997
Tiivistelmä
This Master’s thesis examined the implementation of a new enterprise resource planning
system in the case company and aimed to develop a change management model which
can be utilised for similar technological changes. The theoretical framework focused on the change management literature, from which two change management theories were chosen for this study. Based on these two theories, a new change management model was created. The model combined the main steps of the two change management theories and was applied to be suitable for technological change. The research aimed to determine which methods were most effective in technological transformation and whether the change management model developed could be applied to similar technological changes.
The model was observed and tested at the case company, where a qualitative interview
was conducted. The interview questions were based on the model and related to user habits, implementation process, deployment of the new ERP and interest in trainings. The interview results were qualitatively analysed, after which a second and final version of the
change model was created. The research was conducted from the perspective of an involved employee, where the researcher was part of the implementation project.
As a result, a new change management model was created which the study supports. The outcome of the study highlights the importance of proper change management plan and communication in the organization. The case company received suggestions with regard to utilising the new model, as well as development ideas for similar technological changes in the near future.
system in the case company and aimed to develop a change management model which
can be utilised for similar technological changes. The theoretical framework focused on the change management literature, from which two change management theories were chosen for this study. Based on these two theories, a new change management model was created. The model combined the main steps of the two change management theories and was applied to be suitable for technological change. The research aimed to determine which methods were most effective in technological transformation and whether the change management model developed could be applied to similar technological changes.
The model was observed and tested at the case company, where a qualitative interview
was conducted. The interview questions were based on the model and related to user habits, implementation process, deployment of the new ERP and interest in trainings. The interview results were qualitatively analysed, after which a second and final version of the
change model was created. The research was conducted from the perspective of an involved employee, where the researcher was part of the implementation project.
As a result, a new change management model was created which the study supports. The outcome of the study highlights the importance of proper change management plan and communication in the organization. The case company received suggestions with regard to utilising the new model, as well as development ideas for similar technological changes in the near future.