Agile and value co-destruction in intensive knowledge projects: case of SDG group

Abstract

Value co-destruction can be the mechanism, that leads ERP implementation projects to fail or result in dissatisfaction for one or both parties involved. This study aims to understand the principal causes of value co-destruction in ERP implementation projects. In order to reach this objective, the qualitative Delphi method was employed, through two rounds of questionnaires containing value co-destructing practices. Responses were gathered from two expert’s teams, one representing the ERP implementation team and the other representing the client team, with the aim of identifying the key factors contributing to value co-destruction. The study reveals that value co-destruction in ERP implementation projects primarily stems from communication breakdowns, lack of user involvement, and misaligned expectations between clients and implementation teams. In addition to the absence of application of co-creation practices, which is a key incentive for value co-destruction. The current research contributes to both academic literature and practical applications, as it addresses the negative side of ERP implementation and provides insights to help organizations avoid value co-destruction and guarantee both parties satisfaction.