ORCID
- Shaofeng Liu: 0000-0002-8330-3335
Abstract
Knowledge retention (k-retention) is vital for various enterprise resource planning (ERP) implementations in small and medium-sized enterprises (SMEs), though it is a highly demanding and challenging task. The aim of this paper is to investigate different types of approaches to k-retention and factors influencing k-retention in SMEs. Our study adopts a grounded theory approach with cases based on 12 ERP implementations in UK SMEs. We analyze our data using thematic analysis. The findings reveal specific elements that support the k-retention of ERP package knowledge and business process knowledge. These elements are: k-retention tools, documentation, human capital and the understanding of k-retention challenges. In addition to insights from these aspects, our study reveals two additional factors (project management and organizational culture) that influence ERP package k-retention and business process k-retention. Based on these findings, we develop an ERP k-retention (EKR) framework that can be utilized by SMEs which are considering implementing ERP systems, to facilitate knowledge retention during implementation.
DOI
10.1080/09537287.2019.1582107
Publication Date
2019-09-10
Publication Title
Production Planning and Control
Volume
30
Issue
10-12
ISSN
0953-7287
Keywords
EKR framework, Enterprise resource planning, ERP implementation, knowledge management, knowledge retention, UK SMEs
First Page
1032
Last Page
1047
Recommended Citation
Jayawickrama, U., Liu, S., Hudson Smith, M., Akhtar, P., & Al Bashir, M. (2019) 'Knowledge retention in ERP implementations: the context of UK SMEs', Production Planning and Control, 30(10-12), pp. 1032-1047. Available at: https://doi.org/10.1080/09537287.2019.1582107
