A strategic activity model of Enterprise System implementation and use:scaffolding fluidity


This paper builds on a Strategic Activity Framework (Jarzabkowski, 2005) and activity based theories of development (Vygotsky, 1978) to model how Enterprise Systems are used to support emerging strategy. It makes three contributions. Firstly, it links fluidity and extensiveness of system use to patterns of strategising. Fluidity - the ability to change system use as needs change - is supported by interactive strategising, where top managers communicate directly with the organisation. Extensiveness requires procedural strategising, embedding system use in structures and routines. Secondly, it relates interactive and procedural strategising to the importance of the system - procedural strategising is more likely to occur if the system is strategically important. Thirdly, using a scaffolding metaphor it identifies patterns in the activities of top managers and Enterprise System custodians, who identify process champions within the organisational community, orient them towards system goals, provide guided support, and encourage fluidity through pacing implementation with learning.

Publication DOI: https://doi.org/10.1016/j.jsis.2013.11.003
Divisions: Aston Business School
Languages & Social Sciences > Centre for Critical Inquiry into Society and Culture (CCISC)
Aston Business School > Operations & Information Management
Languages & Social Sciences
Aston University (General)
Additional Information: NOTICE: this is the author’s version of a work that was accepted for publication in Journal of strategic information systems. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Leonard, J & Higson, H, 'A strategic activity model of Enterprise System implementation and use: scaffolding fluidity' Journal of strategic information systems, Vol. 23, No. 1 (2014) DOI http://dx.doi.org/10.1016/j.jsis.2013.11.003
Uncontrolled Keywords: enterprise systems,scaffolding,strategy as practice,Management Information Systems,Information Systems,Information Systems and Management
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Related URLs: http://www.scop ... tnerID=8YFLogxK (Scopus URL)
PURE Output Type: Article
Published Date: 2014-03
Published Online Date: 2013-12-12
Authors: Leonard, Jenny
Higson, Helen (ORCID Profile 0000-0003-3433-2823)



Version: Accepted Version

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