This research identifies factors affecting the operation of a supply chain in a large, asset rich transport utility, and how a recent Enterprise Resource Planning System (ERP) implementation was perceived with respect to its usability for the task. A lack of trust in the ERP, ineffective training methods and complexity in extracting the data from the ERP were identified as a problem which lead to the development of “Feral Systems” (systems outside the accepted ERP or corporation condoned information systems – sometimes called skunkworks). This research uses an interpretative case study approach to gain insights into the human sense-making within the study organisation. The research argues that power relationships between operational managers and financial managers and processual power relationships between operational managers led to the development of these systems.
['Donald Kerr', 'Luke Houghton', 'Kevin Burgess']
POWER RELATIONSHIPS THAT LEAD TO THE DEVELOPMENT OF FERAL SYSTEMS