Enterprise systems are developed and tailored in large, long-term projects, sometimes spanning for decades, whereby a network of parties comprising customer and developer organizations, subcontractors, and consultants work together to deliver a successful system. This collaboration is complex; the network and the operating environment are in a constant flux, which creates conflict and challenging situations. Collaboration and ways of working evolve through various crises, internal and external incidents, and project phases. This means that project management practices, communication patterns, contracts, and ultimately personal relationships change. This longitudinal, qualitative, single case study analyzes a 20-year-old enterprise systems development project, whereby different incidents and crises initiated changes to collaboration practices and the drivers for collaboration. We identified four collaboration modes — contract mode, cooperation mode, personified mode, and process mode — each of which was the main driver in different development circumstances. As a key contribution, we propose the seed of a mid-range theory that provides heuristics for responding to different types of crises that might occur while developing large-scale systems.

Advanced workplace technologies are increasingly used alongside traditional enterprise software packages (such as enterprise resource planning) in the workplace. However, we have only limited understanding of how different kinds of technologies are used to dynamically shape work routines and fluidity in a digital workplace. We conducted an in-depth six-year study of the use of enterprise resource planning (ERP) system by a large information technology service provider company. The company used the system to manage its global staffing processes. We explored how the users of this system sought to achieve the fluidity needed to do their work. Our findings show that users balance two patterns of routine performance through different technologies with varying degrees of malleability: one to generate fluidity and another to generate stability. We call this process ‘generative balancing’. Our research contributes to the literature on workplace technologies and ERP use by providing insights into how the use of technologies with different degrees of malleability helps to craft digital workspaces and enables users to deal with tensions between accomplishing local-level performance and realizing corporate-level strategic intents.

In their insightful critique of Action Design Research, Hevner and Mullarkey (this issue) proposed an enhancement of ADR by juxtaposing concepts from a well cited framework of Design Science Research (DSR) developed by Peffers et al. (2007). In this commentary, we argue that while we agree with some of their elaborations, such as unpacking the specific stages of ADR to make them more transparent and accessible and incorporating formalization of learning in every stage, we also disagree with Hevner and Mullarkey on two key areas. The first is depicting multiple different entry points to an ADR project, which goes against the essential spirit of ADR’s single entry point, problem formulation. More importantly, in juxtaposing the Peffers et al. framework of DSR on to ADR, they are combining two approaches that are epistemologically incommensurate. Peffers et al. take a deductive design approach while ADR employs principally an inductive epistemology by giving primacy to the guided emergence of the artifact. In spite of our disagreements, we conclude that both approaches are premised upon pragmatism where researchers are guided more by utility and usefulness rather than an abstract notion of truth. Our disagreements are essential characteristics of a healthy academic discourse.

In this introductory piece to the special issue on design science research (DSR) in information systems, the authors probe the past research in DSR, introduce the papers in the special issue, discuss their contributions to the field, and conclude the paper by highlighting some potential directions for future research. To provide a good overview of the research domain, the authors review the key research approaches (or processes) that have been proposed and identify the concrete products of DSR that come in the form of artifacts. As the production of artifact is only part of the DSR process, the authors discuss the role of theorizing about these results and propose avenues for future design-oriented research. It is the authors’ strong belief that DSR should be at the heart of information systems discipline because it invites people to research the issues surrounding the development and organizational implementation of new systems.

This study questions the traditional view of software architecture as a specification that needs only be understood by software architects and engineers. Based on an intensive study of three software-producing organizations, we identify multiple metaphors (‘Blueprint,’ ‘Literature,’ ‘Language’ and ‘Decision’) that stakeholders use to understand the term software architecture, which in turn, allows them to effectively participate in its creation and use. Our results point to new research directions that may better encompass a broader view of software architecture.

There has been a gigantic shift from a product based economy to one based on services, specifically digital services. From every indication it is likely to be more than a passing fad and the changes these emerging digital services represent will continue to transform commerce and have yet to reach market saturation. Digital services are being designed for and offered to users, yet very little is known about the design process that goes behind these developments. Is there a science behind designing digital services? By examining 12 leading digital services, we have developed a design taxonomy to be able to classify and contrast digital services. What emerged in the taxonomy were two broad dimensions; a set of fundamental design objectives and a set of fundamental service provider objectives. This paper concludes with an application of the proposed taxonomy to three leading digital services. We hope that the proposed taxonomy will be useful in understanding the science behind the design of digital services.

This article describes the architecture development process in an international ICT company, which is building a comprehensive e-business system for its customers. The implementation includes the integration of data and legacy systems from independent business units and the construction of a uniform Web-based customer interface. We followed the early process of architecture analysis and definition over a year. The research focuses on the creation of e-business architecture and observes that instead of guided by a prescribed method, the architecture emerges through somewhat non-deliberate actions obliged by the situation and its constraints, conflicts, compromises, and political decisions. The interview-based qualitative data is analyzed using grounded theory and a coherent story explaining the situation and its forces is extracted. Conclusions are drawn from the observations and possibilities and weaknesses of the support that UML and RUP provide for the process are pointed out.

This article explores extreme programming (XP) as an information systems development approach and argues that it is mainly old wine in new bottles. We take an interpretive and critical view of the phenomenon. We made an empirical study of two companies that apply an XP-style development approach throughout the information systems development life cycle. The results of our research suggest that XP is a combination of best practices of traditional information systems development methods. It is hindered by its reliance on talented individuals, which makes its large-scale deployment as a general-purpose method difficult. We claim that XP can be useful for small teams of domain experts who are physically close together and able to communicate well with the end users, and who are good designers and implementers. However, these skilled and motivated individuals with high working moral can exhibit high productivity regardless of the methods used if they are not overly constrained by bureaucracy.