Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
Information systems innovation among organizations
Management Science
Change agentry—the next IS frontier
MIS Quarterly
Putting the enterprise into the enterprise system
Harvard Business Review
Enterprise resource planning: the role of the CIO and it function in ERP
Communications of the ACM
Knowledge management systems: issues, challenges, and benefits
Communications of the AIS
IS consultants and the change agent role
ACM SIGCPR Computer Personnel
Information Systems Research
The Illusory Diffusion of Innovation: An Examination of Assimilation Gaps
Information Systems Research
Outsourcing Application Software: A Knowledge Management Perspective
HICSS '98 Proceedings of the Thirty-First Annual Hawaii International Conference on System Sciences-Volume 6 - Volume 6
Information and Organization
Organizing Visions for Information Technology and the Information Systems Executive Response
Journal of Management Information Systems
Innovating mindfully with information technology
MIS Quarterly
Information and Organization
Has open source software been institutionalized in organizations or not?
Information and Software Technology
Adoption of open source software in organizations: A socio-cognitive perspective
The Journal of Strategic Information Systems
International Journal of Business Information Systems
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When firms innovate with information technology (IT), they frequently retain consultants, who presumably bring certain capabilities to the process. But what capabilities are these and why do they seem to be so needed? In this essay, I consider several different consultancy specializations - business strategy, technology assessment, business process improvement, systems integration, business support services - and how they facilitate an IT innovation process both within and across firms. For each specialization, I examine the consultancy's capabilities and contributions both to the client (within an engagement) and to the broader support of the innovation (across and beyond engagements). The analysis suggests a number of conjectures as to the influence of consultancies on an IT innovation's adoption, diffusion and eventual institutionalization.