英文摘要 |
This study reports a case study of a large organization which has implementedand used enterprise resource planning systems (ERP) for more than 10 years.Adopting the view of social shaping of technology (SST) to study the dialecticalinterplay between the global structures embodied in the ERP and the localstructures, the case study finds that the ERP closure is provisional. There is a cycleof stabilization and destabilization. It shows that closure by consensus in theimplementation and use of large scale, enterprise-wide information systems is byno means as simple as previous researchers suggested. Our results demonstratethatbefore reaching a consensus, different types of closure can emerge to temporarily end the dialectical interplay between the local structures and the global structures.While local practices tend to dominate how users engage with the ERP initially, theorganization turns to the standard inscriptions later. Both the behaviors of structureenactment and appropriations are found and have different levels of salience overtime. This study provides a better understanding of how, why and when theprovisional closure is opened, changed, and re-closed over time from the SSTperspective including both actor interplay and contextual influence. |