Paper Number
ECIS2026-2153
Paper Type
SP
Abstract
The rise of hybrid work, cloud services, and distributed infrastructures dissolves traditional network boundaries. To more effectively safeguard assets in this context, organisations are turning to embrace Zero Trust (ZT) security approach. While ZT is widely recognised in industry discourse, the shift from perimeter-based security to ZT remains complex because ZT challenges the underlying security logic of the traditional perimeter-based approach. The adoption of ZT requires changing organisational security practices that have traditionally been shaped by perimeter-based security for decades. This contradiction between two competing security logics produces practice-level tensions when ZT is adopted and implemented in organisations. Drawing on institutional theory, specifically institutional logics and institutional work, this research proposes a case study to identify the tensions arising in this shift and explore how organisational actors manage these tensions
Recommended Citation
Zhou, Xuwei; Schirrmacher, Nina-Birte; Hsu, Carol; and Gozman, Daniel, "Resetting Organisational Security: An Institutional Approach To Zero Trust Implementation" (2026). ECIS 2026 Proceedings. 16.
https://aisel.aisnet.org/ecis2026/security/security/16
Resetting Organisational Security: An Institutional Approach To Zero Trust Implementation
The rise of hybrid work, cloud services, and distributed infrastructures dissolves traditional network boundaries. To more effectively safeguard assets in this context, organisations are turning to embrace Zero Trust (ZT) security approach. While ZT is widely recognised in industry discourse, the shift from perimeter-based security to ZT remains complex because ZT challenges the underlying security logic of the traditional perimeter-based approach. The adoption of ZT requires changing organisational security practices that have traditionally been shaped by perimeter-based security for decades. This contradiction between two competing security logics produces practice-level tensions when ZT is adopted and implemented in organisations. Drawing on institutional theory, specifically institutional logics and institutional work, this research proposes a case study to identify the tensions arising in this shift and explore how organisational actors manage these tensions
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