Pernille Kræmmergaard

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This paper investigates the managerial competences required for the complex interactions required to successfully integrate an Enterprise Resource Planning system into an organization—the ERP journey. A feature of the study (a five year longitudinal study of a Danish production company implementing SAP R/3) was the rise and fall of the ERP project managers.(More)
The scale and complexity of change in software process improvement (SPI) are considerable and managerial attention to organizational culture during SPI can therefore potentially contribute to successful outcomes. However, we know little about the impact of variations in organizational subculture on SPI initiatives. On this backdrop, we report from a large(More)
Traditional software project management theory often focuses on desk-based development of software and algorithms, much in line with the traditions of the classical project management and software engineering. This can be described as a tools and techniques perspective, which assumes that software project management success is dependent on having the right(More)
This paper is the product of a study of what top management find interesting and what is of concern to them in relation to the Enterprise Resource Planning (ERP) systems in the second wave of ERP. Very little empirical research exists on the subject of the interests and concerns of CEOs in relation to a company’s ERP System. However research into(More)