Browsing by Author "Suraweera, T."

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    Change Management in the Context of ERP System Implementations
    (Uva Wellassa University of Sri Lanka, 2010) Suraweera, T.; Kumarapperuma, C.U.; Wijayasinghe, P.M.T.; Madhushani, P.L.B.; Jayathilaka, Y.C.P.; De Silva, G.H.K.
    Today's business organizations invest vast sums of money in Information Technology (IT) implementation projects in order to gain competitive advantage. The current organizational context indicates a wide spread adoption of Enterprise Resource Planning (ERP) systems in spite of their increasing cost. However large number of ERP system implementation projects fail and poor change management practices associated have been identified as one of the major factors behind ERP project failures. This research focuses on exploring the role of change management in the context of ERP implementation projects in Sri Lankan business organizations. The primary objective of this research is to identify and fill the significant knowledge gap between change management and ERP implementation processes. The specific objectives of this research are threefold: to study the level of influence of change management in the process of ERP implementation, to identify how change management process influences ERP implementation process and to identify relationships between ERP implementation process and change management process. The case study methodology was adopted in this research since the focus of this study is on a contemporary phenomenon within its real life context. The findings of this study reveal that the ERP implementation process and change management process employed by the case study organizations notably deviate from theoretical framework due to contextual differences. The change management process is a continuous process as the enterprise systems are implemented in a modular basis and continue to improve in current turbulent business environment. The outcomes of this research would provide a guide in identifying the relationship between phases of change management and ERP system implementation processes and lead to increase the success rate of ERP implementation projects through effective change management practices. Key words: Enterprise Resource Planning (ERP) systems, Change management
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    Leadership and IT-Driven Organizational Change in the Sri Lankan context
    (Uva Wellassa University of Sri Lanka, 2010) Suraweera, T.; Rodrigo, E.P.E.; Samarathunga, H.M.G.L.; Wimalarathna, K.D.S.S.; Jayasekara, G.D.N.; Somarathne, K.M.M.S.
    This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoint the leadership style that should be adopted within the change management process of the organization. The research involved qualitative methods. Models by Goalman (2000), Kotter (1996), and Cooper and Zmud (1990) were consulted to build an initial framework surrounding leadership and change management practices. Using the Case Study method, in-depth interviews and document reviews were conducted for six leading Sri Lankan organizations which had undergone IT change. Analysis of results revealed that organizations are increasingly realizing the value of employing change management practices when introducing IT change to their organizations. The attention of leaders was found to be more focused on the culture, behaviours and attitudes of employees who are part of the change process than on the steps within the change process itself which are prescribed by change gurus. Eliminating people resistance has been treated with the highest priority based on the argument that effectiveness of change management processes is directly linked to winning over the people resource. Leadership styles were found to be practiced more from a public relations (PR) perspective to win the people over in the short term and thereby ensuring long term success. Key words: Leadership, Organizational Change, Information Technology, Change Management Process, Leadership Styles, Sri Lankan Context, IT Driven Change