Please use this identifier to cite or link to this item: http://hdl.handle.net/2440/108133
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Type: Journal article
Title: Dispersed change agency and the improvisation of strategies during processes of change
Author: Charles, K.
Dawson, P.
Citation: Journal of Change Management, 2011; 11(3):329-351
Publisher: Taylor & Francis
Issue Date: 2011
ISSN: 1469-7017
1479-1811
Statement of
Responsibility: 
Kathryn Charles and Patrick Dawson
Abstract: This article explores the implementation of enterprise resource planning (ERP) in a multinational corporation (MNC). It examines the notion of dispersed change agency and investigates the part played by different types of change teams, focusing on their roles, interactions and competencies. A processual research methodology was used in the collection of data through non-participant observation, face-to-face interviews (68), telephone interviews (3) and documentary evidence. Data collection occurred at four different geographical locations in Norway, Russia, Paris (MNC headquarters) and the UK. This article draws on data collected as part of the Paris case study. This was the location from where the ERP global implementation was coordinated by a specially created project team. A key finding centres on questioning conventional notions of leadership in highlighting the importance of dispersed change agency, clusters of competencies and development of best practices to facilitate the improvisation of strategy during processes of ERP change.
Keywords: Change agency; strategy; competency; improvisation; ERP
Rights: © 2011 Taylor & Francis
RMID: 0030063324
DOI: 10.1080/14697017.2011.576653
Appears in Collections:Business School publications

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