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Management Information Systems Commons™
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- Keyword
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- Boundary object (1)
- CSR (1)
- Corporate Social Responsibility (1)
- Enterprise Resource Planning (1)
- ISSP (1)
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- Impact Sourcing Service Provider (1)
- Management:Business (1)
- Management:Engaged Scholarship (1)
- Management:Evidence-Based Management (1)
- Management:International/Global Business (1)
- Management:Organizational Behavior (1)
- Management:Project Management (1)
- Management:Supply Chain Management (1)
- Management:Sustainability Management (1)
- Project turnaround (1)
- Sensemaking (1)
- Social Enterprise (1)
- Social Mission (1)
- Supply Chain (1)
Articles 1 - 2 of 2
Full-Text Articles in Management Information Systems
Does Engaging Commercial Customers In A Shared Social Mission Improve Impact Sourcing Service Provider (Issp) Success? A Critically Appraised Topic, Michael F. Corbett
Does Engaging Commercial Customers In A Shared Social Mission Improve Impact Sourcing Service Provider (Issp) Success? A Critically Appraised Topic, Michael F. Corbett
Engaged Management ReView
This topic paper examines whether engaging commercial customers through a shared social mission improves the success of social enterprises. It is based on an examination of a subset of the information technology and business process outsourcing (ITO/BPO) industries, known as impact sourcing service providers (ISSPs). ISSPs are social enterprises – B2R Technologies and Digital Divide Data are two examples – that provide call center, transaction processing, data entry, and other technology-enabled services for commercial customers from remote locations around the globe. What is unique about ISSPs is that they do this with a social mission of creating jobs and economic …
How To Turn Around A Failing Erp Implementation: Project Management Routines As Boundary Objects, Douglas A. Battleson, Lars Mathiassen
How To Turn Around A Failing Erp Implementation: Project Management Routines As Boundary Objects, Douglas A. Battleson, Lars Mathiassen
Engaged Management ReView
Enterprise Resource Planning (ERP) systems are very challenging and expensive to implement and past research recognizes that these projects continue to suffer from high failure rates. While the factors that contribute to these failures have been extensively examined, we know little about how to turn failing projects around. In response, this research presents a study of a failing ERP implementation project that was successfully turned around over a twelve-month period. Adapting theory of sensemaking through boundary objects, we explain how a new project manager helped the team members share their individual perspectives on the problematic situation and together develop new …