This article investigates the client-consultant relationship in the implementation of enterprise resource planning (ERP) using a case study of the human resource model in the government of the state of Minas Gerais, Brazil. To understand this relationship, we use the theoretical framework of Pozzebon and Pinsonneault, which suggests that knowledge and power are shared and negotiated during ERP implementation. The findings show a unique dynamic of cooperation between the client and the consultant due to mutual dependence, with nine identified mechanisms of knowledge and power that influence the relationship. Some of these mechanisms may be specific to governments and large corporations, including a common language, the involvement of an external agent in the project, and the external information technology (IT) team. This study provides insight that can benefit governments and consultants in successful implementations of ERP.
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