Identifying the impacts of enterprise system implementation and use: Examples from Denmark

This paper reports the results of an explorative study of six large Danish companies regarding the impact of enterprise system (ES) implementation and use. The study is a part of a larger ES study program at the Aarhus School of Business. The data collection approach applied is based on interviews and management case writing. The main results show that the impact of ES implementation and use are seldom fully predictable by management. The ES can be seen as an organizational actor in its own right; to a large extent, it influences values, culture, behavior, processes and procedures of other actors in the organization. Given the complexity, size and organizational embeddedness, the ES implementation never ends and the ES becomes a significant variable in the future direction of the organization.