This paper aims to enhance our understanding of the bridging mechanisms underlying information system (IS) enabled change in multi-site implementation projects, and explore opportunities for intentionally shaping such change. To achieve this, we develop and empirically demonstrate the added value of a multi-site practice perspective. The perspective conceptualizes IS-enabled change as a product of interactions between processes in two related socio-technical systems: the project and local implementation sites. We introduce the term ‘bridging mechanisms’ to pin point three interaction types between the project and local site that contribute to IS-enabled change: practice alignment, shifting actors, and shared action. We analyse bridging mechanisms during the implementation process of a government funded project implementing IS in order to enhance older adults’ social networks and enable them to live at home independently at three local sites. Drawing on insights derived from this empirical analysis as well as previous literature, we discuss how the multi-site practice perspective brings together known change interventions in a holistic perspective on multi-site implementation. Moreover, we propose three practical applications of bridging mechanisms, i.e., bridging tactics, that allow for managed structuration during multi-site IS implementation.