Driven by environmental uncertainty, many organizations today attempt to achieve agility at scale. However, given the variety and complexity of these efforts, there is currently a limited understanding in terms of their most relevant configurations, especially over the process of change. Based on an iterative taxonomy development approach grounded in design science, we present a taxonomy to structure, configure, and update scaling agility. The resulting multi-dimensional classification system offers an integrative view on elements only selectively considered in prior research. While offering a conceptual anchor for further research, we also provide specific configurations covering three different stages of scaling agility.

Extant research on the control of IS development projects is largely oriented around control choices and enactments from the perspective of managers, thereby neglecting employees’ legitimacy perceptions. Little is known about how such perceptions affect employees’ intentions to comply with controls. To address this shortcoming, we conducted a factorial survey with 258 IS developers nested in 19 organizations. Our multilevel analysis shows that all four considered legitimacy dimensions are primarily a function of control mode and style, and to a lesser extent of control degree. Moreover, legitimacy operating on fairness and autonomy is an important lever for increasing compliance intentions.

The aim of this paper is to demonstrate whether stakeholders activating a project shape team building, the structure and magnitude of resource investment levels, and to what extent these levels impact ERP project effectiveness. The process view of an ERP project includes project initiation, system justification and funding, implementation, and early system use. Results from a nationwide empirical survey conducted in Austria (N=88) show that activating actors influence team formation and resource investments, which impact project effectiveness levels. Resource-intensive justification and funding phases tend to precede resource-intensive implementations in heavy-weight projects, which seem to be less effective than light-weight projects. Resource and change conflicts are associated with lower project effectiveness and are more common in resource-intensive ERP projects, where early system use appears to be relatively less stable.

The status of Information Systems (IS) as a discipline has been widely debated as a body of knowledge that offers a number of concepts, methods and techniques to understand and improve the roles of information communication systems and technologies in organizations. Current state of this debate as reported in academic journals signals an imperative to ground some of the perspectives in relation to what IS professionals use in practice in different cultural and geographical contexts. This paper aims to contribute to the debate by tracing the unfolding of information systems as a body of knowledge using the ideas of Abbott on disciplines. We use three different stages of a discipline's development: differentiation, conflict and absorption and map them using a citation and co-citation analyses of two main IS journals (EJIS and MISQ) in the period between 1995 and 2008. Our results indicate that dominant ideas and models to investigate IS phenomena emerged over time are behavioural based and study IS adoption/acceptance/rejection in organisations, many of which are predictive and thus lending themselves usable for positivistic quantitative and qualitative research. There are however stable varieties within IS building on interpretivism and constructivism that we need to recognise and reignite in order to ensure that this field continues moving forward, in particular in studying current and future processes of innovation and diffusion of technology worldwide. (author's abstract)