Jenny Leonard

A strategic activity model of Enterprise System implementation and use

Uses a Strategy as Practice lens to investigate Enterprise System implementation.Links types of strategising to fluidity and extensiveness of system use.Explores relationship between multiple strategies and Enterprise Systems.Uses a scaffolding metaphor to model support for fluidity of system use. 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.

Dynamics of Cloud-Based Software as a Service in Small Communities of Complex Organizations

Cloud computing software can benefit an organization by reducing capital costs, increasing flexibility and simplifying relationships with vendors. However, there are also risks and limitations including management of data and integration with other software. Decision-making models have therefore been developed. To date, these models are predicated on the scale ability of software that comes from sharing across a broad user base, and on its partitioning into small apps which can be integrated with others. Models also tend to assume a single point of decision making within each organization using software services. This paper extends cloud based software-as-a-service models to the situation of small communities of complex organizations, and considers the effects on locus of power within each organization, vendor-decision making, and the evolution of user groups. Using the example of university administrative systems, it then provides a model of the dynamics of introducing cloud-based software in these specific circumstances.