Large scale evolutionary change using the punctuated equilibrium model: case of enterprise resource planning at the United Nations
The results of a Master's thesis project are presented in this paper. The thesis project is part of the study program Management Information System of the University of Nairobi. The assumption at the start of the research was that many organizations have implemented some kind of large scale information system, but are affected by changes in organization's deep structures thus failing to fully meet user expectations. The research focused primarily on the evolution of an organization in regard to the changes in deep structures over long periods of time. A scientific study reported all the important factors that play a role when talking about evolutionary change. These factors are core beliefs and values regarding the organization, its employees and its environment, services, technology and political time, the distribution of power, the horizontal and vertical integration arrangements (organizational arrangements), and the nature, type and pervasiveness of control systems. The results of the literature study are combined and put into a theoretical framework to show the relations between all the important factors. The literature study was complemented with in depth interviews from UN employees. This formed the first step of evolutionary change model. A case study was then conducted which consisted of interviews with employees. The organizations that participated were from a mix of administrative, finance and logistics organizations. The results of these interviews were used to understand the evolutionary changes that affect the performance of large scale information systems which are implemented In a particular organization.