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This paper contributes to the IS misfits and workarounds literature by demonstrating how "work system–technology" misfits and workarounds can be mutually related. In the context of electronic health record (EHR) systems, this study examines when misfits experienced between an EHR system and health professionals' work practices lead to workarounds with negative consequences in terms of aggravating misfits. Our qualitative study was conducted in two tertiary hospitals in The Netherlands that had implemented an off‐the‐shelf EHR system. We analysed the "misfit experience → response → consequence" sequences that emerged from interviews complemented with observations and documents. Experienced misfits between the EHR and other work system components induced highly varied responses, among which workarounds. While workarounds can be beneficial, we found occasions where workarounds resulted in aggravated misfits. We conceptualise three underlying misfit‐aggravating EHR‐use patterns emerging from (1) a non‐routine practice's perceived exceptionality, (2) collective separatism in incompatible routine practices, and (3) individual deviancy in routine work practices. These patterns differ in terms of the work practices' routineness, professionals' misfit experiences, and in how this combination provokes an individual or collective workaround that is non‐compliant with both the designed technology use and the organisational intent. To understand how these patterns emerge, we discuss the interplay among work practice routineness, misfit characteristics, and non‐compliant workaround behaviours. [ABSTRACT FROM AUTHOR]

This work conceptualizes enterprise social media (ESM) as a multifunctional public good that both supports communication that connects users directly and allows users to contribute or access communal information. We show how differing motivations to use an ESM—connective or communal goals—interact with individuals' perceptions of activity on a platform, and the consequences this has for individual participation decisions and the viability of the digital space. We begin with a case study of the adoption of an ESM platform within a single organization. We then apply findings from this case study, combined with broader theories of technology adoption, to create agent-based simulations. We show that the connective and communal aspects of an ESM complement each other and can spur adoption; we also identify the importance of information decay as a variable influencing collective adoption. We end with a discussion of the theoretical and practical implications of our results. [ABSTRACT FROM AUTHOR]

To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2009.00867.x Byline: Marlous Agterberg (1), Bart van den Hooff (1), Marleen Huysman (1), Maura Soekijad (1) Abstract: abstract Intra-organizational networks of practice (NOPs) confront managers with a dilemma: they must manage NOPs to reap benefits from integrating geographically dispersed knowledge, but the inherently emergent nature of NOPs implies that management control may frustrate practice-related knowledge to be shared. Based on a case study of 22 NOPs in a geographically dispersed development organization ('TDO'), we develop a model that disentangles the dynamics underlying this dilemma, helping to better understand it. Specifically, four dynamic relationships are interrelated and involve four kinds of embeddedness (organizational, in practice, relational, and structural) that relate dynamically to knowledge sharing in NOPs. Interventions in both the content shared in the network and the connections among network members can influence each of these relations. This study contributes to theoretical and practical understanding of how to manage NOPs without killing them. Author Affiliation: (1)VU University Amsterdam Article note: Maura Soekijad, VU University Amsterdam, Faculty of Economics and Business Administration, KIN Research Group, Room 3A-19, De Boelelaan 1105, 1081 HV Amsterdam, the Netherlands (msoekijad@feweb.vu.nl).

In this study, the authors investigate the relationships between team communication styles and job-related cognitions on one hand and knowledge-sharing attitudes and behaviors on the other using 424 members of different work-related teams. Both eagerness and willingness to share are positively related to knowledge sharing--both donating and collecting knowledge. These attitudes mediate the relationships of communication styles, job satisfaction, and performance beliefs with knowledge-collecting and donating behaviors. In terms of team communication styles, an agreeable style is positively related to team members' willingness to share their knowledge, whereas an extravert communication style of a team is positively related to both eagerness and willingness to share. Performance beliefs and job satisfaction are both related to willingness and eagerness to share knowledge. However, in contrast with the authors' expectations, the relationship between eagerness to share knowledge and knowledge donating is not stronger than the one between eagerness and knowledge collecting. Keywords: knowledge sharing; communication styles; job satisfaction; performance; structural equation model

Users develop habits in relation to information systems (IS) to reduce the cognitive and behavioural efforts needed for using them. However, when these systems have to be discontinued, users face challenges regarding how to stop relying on their legacy habits. Despite their importance, we know little about how legacy habits shape the way users discontinue a legacy system. Through a comparative case‐study approach, in a large mortgage firm and an international telecommunication company, we identify three roles that these habits play during the discontinuance process. We demonstrate that legacy habits not only play an 'inhibiting' role by keeping users attached to legacy systems; they also play a 'bridging' role by acting as a common ground for users to start working with a new system and a 'deterring' role when users resent certain habits of working with the legacy systems, despite their orientation to keep relying on these habits. We contribute to the IS habit literature by extending the roles of legacy habits beyond an inhibiting role. We also enrich the conceptualisation of legacy habits beyond the individual level by showing that the socio‐technical conditions in which the habits are embedded impact the emergence and evolution of their roles during the discontinuance process. We discuss the implications of our findings for theorising and managing IS discontinuance process. [ABSTRACT FROM AUTHOR]