Over the last few decades, businesses worldwide have embraced information
technologies as a source of increased efficiency and productivity. Yet, the
literature on IT adoption is full of stories of unfulfilled potential.
This is often the case when managers explicitly plan to change a firm's
organisational structure and processes via the introduction of information
technologies, what is often called "IT-enabled organisational change". In
these cases, limited IT use and organisational resistance often hinder the
realisation of the beneficial outcomes expected from IT adoption, although
radical organisational changes can also be successfully achieved.
This paper examines how two organisations used information technologies to
introduce the same type of IT-enabled organisational change with radically