Enterprise Systems Projects: The Role of Liminal Space in Enterprise Systems Implementation

Authors

Erica L Wagner, School of Business Administration, Portland State University, Portland, OR, USA;
Sue Newell, Bentley University, Waltham, MA, USA;, Warwick University, Coventry, UK;
William Kay, Office of Academic Funding and Sponsored Projects, Ithaca College, Ithaca, NY, USA

Document Type

Research Article

Abstract

We investigate information systems (IS) projects as a liminal space ‘betwixt and between’ the status quo and the new environment, using a case study of the implementation of an enterprise system (ES). This liminal space provides a stabilizing platform whereupon the project team can develop new and potentially transformative IS. However, after a project team has completed its initial IS design for roll-out, this liminal space must be bridged to incorporate process-generated learning and new systems back into the organizational working environment. We demonstrate how this bridging involves negotiations that attempt to reconcile divergent perspectives by adopting a conciliatory or peacemaking attitude. As such, our analysis focuses on the IS project as a multi-phased process that includes the creation of a liminal space for the project team during development and on the negotiations that ensure the ES becomes a working IS in the post-implementation environment.

DOI

10.1057/jit.2012.22

Recommended Citation

Wagner, Erica L; Newell, Sue; and Kay, William (2012) "Enterprise Systems Projects: The Role of Liminal Space in Enterprise Systems Implementation," Journal of Information Technology: Vol. 27: Iss. 4, Article 1.
DOI: 10.1057/jit.2012.22
Available at: https://aisel.aisnet.org/jit/vol27/iss4/1