Teamwork behaviors in implementing enterprise systems with multiple projects: Results from Chinese firms
Abstract Enterprise system (ES) implementations are unique in their scope to encompass information transfer and standardization across an entire organization. The ES has become a ubiquitous software product essential for many organizations. A successful ES implementation requires integrating multiple projects, over a wide time span, led by managers across diverse functions and interests. The single project principles proven useful for the development of less complex systems require an upgrade to account for the need to integrate the activities and outputs of the multiple projects in an ES implementation. In particular, the set of goals must move all projects to deliver the ES scope while expending only the allocated resources available to an organization. Based on the literature of social interdependence theory, we develop a model to examine teamwork behaviors in the context of an ES implementation. Specifically, goal interdependence among the multiple ES projects fosters promotive interteam behaviors of monitoring across ES project teams and ES project team adaptability, which, in turn, lead to higher levels of implementation performance. The model holds true according to data from a sample of key participants in recent ES implementations in small to medium Chinese enterprises. Interdependent goals allow for a degree of functional independence while pursuing goals important to the organization as a whole.