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"Legitimation of an in-house ERP in a Multinational Corporation: Case of Bridge Project at Schneider Electric"
Régis Meissonier, Emmanuel Houzé
20ème colloque de l'Association Information et Management, 20-22 mai 2015, Rabat, Maroc
Despite the empirical research done and the experiences of firms in IT management for more than 15 years, the failure rate of ERP projects remains dominant. At the same time, the expenses in IS integration still represent the first IT budget of corporations. With such a paradox, ERP systems are suffering of a bad reputation likely to jeopardize their final acceptance by users. Despite an abundant literature on the topic, few research investigated the way firms legitimate the implementation of such contested IT. This article mobilizes the LAM model (Legitimacy Activity Model) as a theoretical lens to apprehend the decisions and actions made by managers, all along the project, to sustain the support of the stakeholders. The empirical part relates the experience of Schneider Electric corp. concerning the implementation of the Bridge solution (a home-made ERP based on SAP) in 120 sites. The results reveal 3 successive legitimating phases that turned out to be decisive for the project completion. The discussion part stresses on the challenge of the management of IT project legitimacy and introduces the concept of legitimation trajectory as an alternative lens to dominant the models of user acceptance of user satisfaction.
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