Complexity Perception Among Stakeholders of Blockchain Implementations: Can We Use a Measuring Instrument for this?

  • Kees Tesselhof PhD Candidate Saxion Blockchain Research Group, Saxion University of Applied Sciences, The Netherlands
  • Jan Veuger Professor Blockchain Saxion Blockchain Research Group, Saxion University of Applied Sciences, The Netherlands
Keywords: blockchain, complex, perception, complexity perception, measuring instrument, ERP


Blockchain is a (basic) technology that has made its mark in recent years. Blockchain is viewed just like the internet as a basic technique. One reason for implementing a blockchain is that it can make the purchase of a number of applications superfluous, because it can also offer the most important functionalities of these applications. Complexity perception is a concept that can be the subject of much debate. It is not easy to define, and yet people want to get a grip on it. This grip can be that people want to measure it. From research in 2017, a model (prototype) of a measuring instrument was designed in which complexity perception among stakeholders of an ERP implementation is measured (Tesselhof, 2018). Further research into what is already known about blockchain implementations in order to gain more control and understanding as well as research into the use of the measuring instrument in a blockchain implementation is necessary.

Author Biography

Kees Tesselhof, PhD Candidate Saxion Blockchain Research Group, Saxion University of Applied Sciences, The Netherlands

PhD Candidate


Aloini, J. U., & Miminno, V. (2007). Risk management in ERP project introduction: Review of the literature. Information and Management, 44(6), pp. 21.
Boonstra, A. (2006). Interpreting an ERP-implementation project from a stakeholder perspective. International Journal of Project Management, 24, 15.
Edmonds, B. (1999). What is complexity? The philosophy of complexity per se with application to some examples in evolution.
Fontana, R. M., & Iarozinski, A. N. (2009). ERP systems implementation in complex organizations. Jouranal of Information Systems and Technology Management, 6(1), 32.
Freeman, R. E. (1984). Strategic management, a stakeholder approach.
Ghosh, S., & Skibniewski, M. J. (2010). Entrerprise Resource Planning Systems implementation as a complex project: A conceptual framework. Journal of Business Economics and Management, 11(4), 17.
Hussein, B. A. (2012). An empirical investigation of project complexity from the perspective of a project practioner.
Jenson, R. J. R. (2002). Enterprise Systems Integration. Taylor & Francis, Inc.
Levine, H. G. R. D. (1995). Politics and the function of power in a case study of IT implementation. Journal of Management Information Systems, 11(3), 19.
Mankins, M. C. S. R. (2005). Turning great strategy into great performance. Harvard Business Review, 83(7), 9.
Manson, S. M. (2001). Simplifying complexity: A review of complexity theory. Geoforum, 32, 10.
Marnewick, C., & Lauschagne, L. (2005). A conceptual model for enterprise resource planning. Information Management & Computer Securtiy, 13(2), 12.
Maurer, R. (2002). Plan for the human part of ERP. Workforce Online(September).
Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory af stakeholder identification and salience: defining the principle of who and what really counts. The Academy of Management Review, 22(4), 21.
Ravasan, A. Z., & Mansouri, T. (2016). A dynamic ERP critical failure factors modelling with FCM throughout project lifecycle phases. Production Planning & Control, 27(2), 18.
Remington, K. P. J. (2008). Tools for comlex projects.
Scholtes, V. A. T., & Poolman, R. W. (2011). What makes a measurement instrument valid and reliable? Injury Int. J. Care Injured, 42, 5.
Tesselhof, K. (2018). Measurability versus complexity perception. Heerlen: Open University.
Urwin, G. (2001). Managing complexity in implementing ERP projects. Proceedings of the 12th Australasian Conference on Information Systems 2001.
Veuger, J. (2019). Blockchain Technology and Appliciations. New York, Nova Publishers.