ERP Systems and the Paradox of Control

In our longitudinal study of an ERP implementation using a grounded theory methodology we explored changes in organizational control. We observed contradictory and even paradoxical outcomes from ERP-enabled increases in visibility to organizational operations and associated increases in the control of these operations. Based on these observations, we developed a preliminary framework of the changes in control and visibility we observed. The framework contributes to theories of organizational control and is the source of recommendations for managers involved in ERP implementations