An enterprise resource planning (ERP) application is an enterprise-wide pac
kage that tightly integrates all necessary business functions into a single
system with a shared database. An ERP implementation often entails transfe
rring the business knowledge incorporated in the basic architecture of the
software package into the adopting organization. This article proposes a ne
w approach to analysing ERP implementations from a knowledge transfer persp
ective. It also contributes to a better understanding of competitive advant
age based on process knowledge when standardized business processes are imp
lemented by an organization. The article begins by identifying the types of
knowledge transferred during an ERP implementation and the factors affecti
ng this transfer. It then investigates how conflicts between the business k
nowledge transferred from the ERP package and the existing organizational k
nowledge are resolved. During our investigation, we used in-depth interview
s, process analysis and documentation analysis in order to analyse an early
implementation stage of ERP. The results indicated that the business proce
sses which are incorporated in an ERP package are transferred into an organ
ization along with the business rules inherent in the processes due to proc
ess automation, the limited flexibility of such packages and the cross-func
tional nature of an ERP package. The results also suggested that an organiz
ation's adaptive capability concerning role and responsibility redistributi
on, the development of new types of required knowledge and the introduction
of a different knowledge structure influence an organization's ability to
internalize these standardized processes into business routines that provid
e a competitive advantage.