Towards a Mindful Sensemaking of Enterprise Systems Assimilation: An Organizational Perspective

Most organizations reap only a fraction of the potential benefits from information systems implementation, especially during the post-implementation phase. We conducted this study using qualitative case studies of large Indian organizations that have implemented enterprise-wide resource planning systems. The results of this study reveal that organizations that have higher levels of both IS sensemaking and IS mindfulness processes demonstrate high IS assimilation levels. Similarly, lower levels of both IS sensemaking and IS mindfulness practices results in low IS assimilation levels. We have also identified the triggers, enablers, and hindrances that manifest through the individual and organizational factors that act on IS sensemaking and IS mindfulness processes, thereby influencing the IS assimilation process. We propose a theoretical model of IS assimilation to facilitate a more nuanced understanding of the complex phenomena of IS assimilation and present a roadmap for organizations to rejig their post-implementation strategy for deriving the most out of their IS investments.