Résumé
Enterprise Resource Programs (ERP) constitute the core of the information system in most of the firms. They are considered as key-enablers for organizational change and are assumed to improve organizational integration. However, the implementation process remains highly uncertain.<br /><br />In fact, the numerous redefinitions (of tasks, work, power or enterprises goals) are potential sources of conflict, which reflect divergent interests and points of view of people involved. In these conditions, the decision process, based on negotiations, generates uncertainty in the result of ERP projects.<br /><br />The present doctoral thesis proposes an in-depth analysis of an ERP implementation case showing that, at the expense of a strong limitation of employees' leeways, integration can be achieved in implementing this particular technology. In this specific observation context, our research presents the strategy of the project management team as well as the key-factors of success. In this broad teleological vision of change, our results acknowledge the integration and standardisation potential of ERP, considered as a tool for managers to achieve organizational change.