Group cohesion in organizational innovation: An empirical examination of ERP implementation

Eric T.G. Wang, Ta Chung Ying, James J. Jiang, Gary Klein

Research output: Contribution to journalArticlepeer-review

51 Scopus citations


Enterprise Resource Planning systems present unique difficulties in implementation in that they typically involve changes to the entire organization and are a novel application for the organization. These characteristics add to the importance of making groups more cohesive in their goals, commitment, and ability to work toward completion of the new system project. Such cohesiveness is built partly through the willingness of the team members to participate and commitment to learning the new system. To determine if these relationships hold, a survey of users and managers in Taiwan was conducted to test a model derived from social capital theory. The data support the positive relationships between group cohesion and both willingness to participate and commitment to learning. Group cohesion is likewise positively related to meeting management goals. Resources within an organization should support the climate of learning and the building of team participation.

Original languageEnglish
Pages (from-to)235-244
Number of pages10
JournalInformation and Software Technology
Issue number4
StatePublished - Apr 2006


  • Enterprise resources planning
  • Group dynamics
  • Organizational innovation
  • User participation


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