Erica L. Wagner

TL;DR: This paper analyzes one of the first Enterprise Resource Planning implementation projects within the academic administration of an Ivy League university and contributes to existing qualitative literature in information systems by developing the theme of temporality within actor–network theory to support analysis.

TL;DR: This work focuses on the turnaround process by which a troubled project at go-live becomes a working information system and offers one of the first works to address the issue of sociomateriality and its implications for understanding the evolution of large scale IT systems.

TL;DR: This work analyzes the strategic partnership between a multinational software vendor and a university who together designed a ‘best practice’ ERP package for the higher education industry and argues that in organizational contexts made up of more than one epistemic culture, the use of a best practice model will be problematic.

TL;DR: This study illustrates how a best practice ERP system was actually created through a socio-political process involving negotiations amongst a small group of interests in a particular context, and how later such practices were locally refuted and amended, despite the original product continuing to be sold by the software vendor.

TL;DR: Surprisingly, ambivalent emotions and vacillating strategies can lead to active and positive user engagement, exhibited in task and tool adaptation behaviors and improvisational use patterns that, despite their nonconformity to terms of use, can have positive organizational implications.