Literature Review of Enterprise Systems Research Using Institutional Theory: Towards a Conceptual Model

This paper sets out to examine the use of institutional theory as a conceptually rich lens to study social issues of enterprise systems (ES) research. More precisely, the purpose is to categorize current ES research using institutional theory to develop a conceptual model that advances ES research. Key institutional features are presented such as isomorphism, rationalized myths, bridging macro and micro structures, and institutional logics and their implications for ES research are discussed. Through a literature review of 180 articles, of which 18 papers are selected, we build a conceptual model which advocates for multi-level and multi-theory approaches, and applies newer institutional aspects such as institutional logics. The findings show that institutional theory in ES research is in its infancy and adopts mainly traditional institutional aspects like isomorphism, with the organization as the level of analysis, and in several cases complemented by structuration theory and other theoriesEnterprise systems research; institutional theory; literature review; conceptual model; social theory; multi-level analysis

Enterprise System Adaptation: a Combination of Institutional Structures and Sensemaking Processes

In this paper we set out to investigate how an Enterprise System (ES) adaptation in a Scandinavian high-tech organization, SCANDI, can be understood using a combination of institutional and sensemaking theory. Institutional theory is useful in providing an account for the role that the social and historical structures play in ES adaptations, and sensemaking can help us investigate how organizational members make sense of and enact ES in their local context. Based on an analytical framework, where we combine institutional theory and sensemaking theory to provide rich insights into ES adaptation, we show: 1) how changing institutional structures provide a shifting context for the way users make sense of and enact ES, 2) how users’ sensemaking processes of the ES are played out in practice, and 3) how sensemaking reinforces institutional structures

Better and more Efficient Treatment: The Individual and Organizational Impacts of Business Intelligence Use in Health Care Organizations

This study investigates the critical success factors for individuals’ use of business intelligence (BI) in health care organizations. We also examine the organizational impact of BI. We develop a model that expands DeLone and McLean’s IS success model to include task characteristics. To analyze the model, we used a mixed-method approach. First, a questionnaire was sent to BI users, which was completed by 746 respondents. In this step, we found that the expansion of the IS success model enhances the degree of explanation, such that user satisfaction and individual impact are better explained. Second, we investigated the organizational impact through semi-structured interviews. We identified two user types—system users and information users—and we found that BI is used for financial reporting, improving patient progress, and enhancing learning in hospitals. Future research should focus on the impact of tasks on IS success

Leading by Metaphors –A Case Study of a Mega IT Project in a Danish Bank

Contrary to the existing literature and studies of large-scale IT projects, empirical data from a mega IT project in mid-sized Danish Bank, Jyske Bank, demonstrates a successful implementation of a highly complex IT platform transition. Linguistic representations and especially extensive use of metaphors by executive management to form and shape the megaproject appeared to have significant impact on guidance of individual and collective action, and thereby presumably one of the important factors for the successful implementation. To learn from this case study, we investigate the metaphorical use in the megaproject and discuss how leading by metaphors are enacted. Our findings are that (1) metaphorical storytelling can act as backbone for communication, (2) metaphors can set direction for technical capabilities, and finally (3) metaphors can be used to emphasize emotional intelligence

Ambidextrous IT Governance: The Art of Balancing Exploration and Exploitation in IT Governance

Through a case study at a global technology company, we investigate how organizations can adapt their IT governance approach to the information system at hand. This is done by considering the degree of information system integration and whether the system is related to supporting operational efficiency (exploitation) or innovation (exploration). Based on the findings of the case study, we introduce the concept of ambidextrous IT governance to describe how IT governance can be adapted to fit the dual needs of both exploration and exploitation through the use of IS

VIRTUAL PROJECTS: BUILDING THE BRIDGE BETWEEN BEST PRACTICES AND PRACTICED PRACTICES

Virtual projects are becoming common with global competition, market development, and not least the financial crisis forcing organizations to reduce their costs drastically. Organizations therefore have to place high importance on ways to carry out virtual projects and consider appropriate practices for performing these projects. This paper compares best practices with practiced practices for virtual projects and discusses ways to bridge the gap between them. We have studied eleven virtual projects in five Danish organizations and compared them with a predefined list of best practices compiled from the literature. The research questions are What are the practiced practices compared with the best practices? and What can we learn from this comparison?. Our findings show that the best practices are followed to a certain extent in virtual projects, but also demonstrate a severe lack of diffusion and adoption, which means that the best practice knowledge has not permeated sufficiently to the practice. Furthermore, the appropriate application of information and communication technology (ICT) remains a big challenge, and finally project managers are not sufficiently trained in organizing and conducting virtual projects. The overall implications for research and practice are to acknowledge virtual project management as a distinct discipline from traditional project management and to address the development of this discipline

Making sense of enterprise systems in institutions: a case study of the re-implementation of an accounting system

Whereas previous research provides a number of accounts of failure prone enterprise system (ES) implementations, empirical evidence of the re-implementation of an accounting system in a Scandinavian high-tech company shows how the system became highly integrated, accepted by its users, and well-aligned to the work processes. To learn from this case study, we investigate the interactive and dynamic relationships among the enterprise system, people and institutional properties. We investigate the institutional structures and the sensemaking processes at play to identify how the idea of an efficient accounting system travelled from a national to a local level, how the system moved from being highly customized to becoming a standard package and how the users’ enactment of the system reinforced existing institutional practices. Based on the findings, we frame our contributions into five lessons learned: (1) An ES implementation entails mutual adaptations between the organization, human actors and enterprise system; (2) “small is beautiful” is almost a truism but may turn out to be an appropriate starting point; (3) a certain level of resilience is essential to cope with future upgrades and enhancements; (4) the recognition of professional identity and roles is vital for ES adaptation; and (5) first customizing and then un-customizing the ES may be a valuable approach towards integrating the system. We relate these lessons to ES adaptations in general in discussing the study’s contributions and implications

Project Half Double: Addendum: Current Results for Phase 1, January 2017

The Half Double mission: Project Half Double has a clear mission. We want to succeed in finding a project methodology that can increase the success rate of our projects while increasing the development speed of new products and services. We are convinced that by doing so we can strengthen the competitiveness of Denmark and play an important role in the battle for jobs and future welfare. The overall goal is to deliver “Projects in half the time with double the impact” where projects in half the time should be understood as half the time to impact (benefit realization, effect is achieved) and not as half the time for project execution. The Half Double project journey: It all began in May 2013 when we asked ourselves: How do we create a new and radical project paradigm that can create successful projects? Today we are a movement of hundreds of passionate project people, and it grows larger by the day. The formal part of Project Half Double was initiated in June 2015; it is divided into two phases where phase 1 took place from June 2015 to June 2016 with seven pilot projects, and phase 2 is in progress from July 2016 to July 2017 with 10 pilot projects.The Half Double consortium: Implement Consulting Group is leading the project as well as establishing and managing the collaboration with the pilot project companies in terms of methodology. Aarhus University and the Technical University of Denmark will evaluate the impact of the pilot projects and legitimize the methodology in academia.The Danish Industry Foundation, an independent philanthropic foundation, is contributing to the project financially with DKK 13.8 million.About the addendum: We published the report “Preliminary results for phase 1” in June 2016 (Svejvig, Ehlers et al. 2016). It is time to follow up on the Phase 1 pilot projects and to document their development.The purpose of this addendum is thus to document the development in the pilot projects from June 2016 to January 2017 with particular focus on the impact they have created.This Addendum is a supplement and should be read in conjunction with the Phase 1 report, which will give the reader relevant further information.The target group for this report is practitioners in Danish industry and society in general.The report was prepared by a responsible editorial team from Aarhus University.The addendum was prepared from December 2016 to January 2017, which means that late data about pilot projects from January 2017 is not included in this report

PROJECT HALF DOUBLE: Training practitioners, working with visuals, practice reflections and small and medium-sized enterprises

Since the beginning of Project Half Double in 2015, the overall goal has been to deliver "Projects in half the time with double the impact" where projects in half the time should be understood as half the time to impact and not as half the time for project execution. The research team at Aarhus University has published three Project Half Double reports on the Half Double Methodology and the results from applying the methodology on "real life" pilot projects in order to evaluate how the overall goal mentioned above has been achieved.The aim of this report is to document some of the learnings obtained throughout the years. Four themes were selected for this report: 1) practitioner training, 2) working with visuals, 3) practice reflections, and finally 4) small and medium-sized enterprises