Hidden behind a layer of rationality and economic discourses, organizations imple-ment Enterprise Systems (ES) according to institutional mechanisms like isomorphic pressures and institutional logics. Our literature review shows however that, with few exceptions, the effect of institutional logics on the ES implementation process has been largely neglected by academic writers in favor of best practices and rules of thumb. This creates an unbalance in research between the external isomorphic pressures created by best practices and institutional logics enacted in organizations. The aim of this article is therefore to present a model for how institutional logics affect contemporary ES implementation strategies. We achieve this result drawing on and comparing two case studies of telecom companies implementing en enterprise systems. Our results show that three institutional logics play a role in how an organization implements an ES: 1) the logic of matching ES to Business Processes; 2) the logic of matching business processes to standard products; 3) the logic embedded in the ES itself. The article concludes with recommendations for managers about managing ES implementations.
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European Group for Organizational Studies (EGOS) 2011