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

Jenny Leonard; Helen Higson

doi:10.1016/j.jsis.2013.11.003

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

Jenny Leonard^*, Helen Higson

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

Abstract

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.

Original language	English
Pages (from-to)	62-86
Number of pages	25
Journal	Journal of Strategic Information Systems
Volume	23
Issue number	1
Early online date	12 Dec 2013
DOIs	https://doi.org/10.1016/j.jsis.2013.11.003
Publication status	Published - Mar 2014

Bibliographical note

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

Keywords

enterprise systems
scaffolding
strategy as practice

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10.1016/j.jsis.2013.11.003

Strategic activity model of Enterprise System implementation and use
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
Accepted author manuscript, 457 KB

Cite this

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abstract = "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.",

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

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Bibliographical note

Keywords

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