Plans and situated actions: the problem of human-machine communication
Plans and situated actions: the problem of human-machine communication
In the age of the smart machine: the future of work and power
In the age of the smart machine: the future of work and power
Putting the enterprise into the enterprise system
Harvard Business Review
Challenges of EDI adoption for electronic trading in the London Insurance Market
European Journal of Information Systems
Information systems and organizational change
Communications of the ACM
ACM SIGMIS Database - Special issue on Critical analysis of ERP systems: the macro level
From Control to Drift: The Dynamics of Corporate Information Infrastructures
From Control to Drift: The Dynamics of Corporate Information Infrastructures
Understanding enterprise systems-enabled integration
European Journal of Information Systems - Special issue: Making enterprise systems work
The qualitative interview in IS research: Examining the craft
Information and Organization
ERP systems as an enabler of sustained business process innovation: A knowledge-based view
The Journal of Strategic Information Systems
Enacting Integrated Information Technology: A Human Agency Perspective
Organization Science
Multiple Faces of Codification: Organizational Redesign in an IT Organization
Organization Science
Journal of Management Information Systems
Materiality and change: Challenges to building better theory about technology and organizing
Information and Organization
Technological Embeddedness and Organizational Change
Organization Science
Representations and actions: the transformation of work practices with IT use
Information and Organization
Panoptic empowerment and reflective conformity in enterprise systems-enabled organizations
Information and Organization
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Through a grounded analysis of the National Aeronautics and Space Administration (NASA's) enterprise information system (IS) implementation in the months immediately following the go-live, we show how NASA can be characterized as an institutionally plural organization, rife with diverse institutional logics, some consistent and some contradictory to each other. The enterprise system is introduced in accordance with the logic of managerial rationalism, but some of the institutional logics that organizational actors draw upon and reproduce contradict the logic of managerial rationalism in certain situations. In these situations, organizational actors loosely couple elements of their practices from the practices implied by the enterprise system, thus satisfying the demands associated with both institutional fields. We identify four generalizable forms of loose coupling that result from these institutional contradictions: temporal, material, procedural, and interpretive, and discuss their effects on both the system implementation and local practices. Further, we show how, through the use of institutional logics, researchers can identify fundamental institutional contradictions that explain regularities in the situated responses to enterprise system implementations---regularities that are consistently identified in the literature across a variety of organizational contexts.