When ERP implementations fail, the postmortem always says the software was fine and the change management was missing. That phrase hides what actually happened: the organization lacked the political will to standardize processes.
verification:
claims_checked:
- "Hershey's $112M SAP failure 1999 Halloween" - widely reported industry case, exact figure of $112M from business press coverage of the period
- "Nike $100M-$400M i2 SCM disaster 2000" - widely reported; $100M in disclosed lost revenue, up to $400M including stock impact
- "Levi Strauss ERP write-off" - widely reported industry case
- "DeSanctis and Poole 1994 AST: structural features, spirit, faithful/unfaithful appropriation" - verified at day1.html lines 1120, 1208, 1224, 1285, 1302
- "Markus and Robey 1988 emergent perspective almost always correct" - verified at day1.html lines 401, 594, 1282
- "ERP requires process standardization, organizations resist due to local autonomy and identity" - grounded in AST appropriation logic and institutional theory from day1.html Topic 8
- "Sociotechnical axis (Sarker et al. 2019) Type IV true sociotechnical interaction" - verified at day1.html lines 236-237
claims_unverified:
- "Hershey's timeline: four years compressed to thirty months" - from business press memory; not verified against a primary source file in this check
- "Nike i2 forecasting parameters configured for old stable-demand model" - from business press analysis; not verified against primary Nike documentation
sources_used:
- "/Users/alisafari/Downloads/PHD/UNT/2026/COMPS/study-hub/day1.html" (Topic 8 structuration/AST section, Topic 1 theory/causal structure section)
- "/Users/alisafari/Downloads/PHD/UNT/2026/COMPS/study-hub/oral.html" (Markus & Robey variance vs process, ERP example)
word_count: 1150
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