Practices of expert system development are not widely investigated. In this paper I describe results of case studies on the inhouse deployment of small expert systems in two companies, along with a review of empirical research. The investigation focuses on the underlying rationale of the observed practices during the stages of design, field transfer and use. The examples show the importance of integrative approaches to technical and organizational aspects of development projects. The remaining potential for organizational turbulences is explained with inherent tensions of the rationale
