• Dependence on Vendors
• Uniqueness
• Other Kinds of Intergration
• The “Extended Enterprise”
• Other Kinds of Coordination
• Influences on Vendors

->
Factors External to an Organizations control, starting conditions (conservatief of flexibel).

-> Organizations Motivated Behavior, Goals – Plans – Methodology – Execution – Resolve.

1. Fase 1, Project Chartering (decisions defining the businesscase and solution constraints)
2. Fase 2, The project rollout (getting system and users “up and running”)
3. Fase 3, Shakedown (Stabilizing eliminating “bugs” getting to normal operations)
4. Fase 4, Onward and upward (Maintaining system, supporting users, getting results, upgrading)

-> Sandoe gaat puur in op het project, terwijl er door Markus & Tanis daarnaast gesproken wordt over de adoptie.

-> The framework is framed in terms that are meaningful to practitioners, but avoids simplistic overphasis on a single factor (such as methodology).

->
Having defined the outcome of interest, we need a theory to explain it.

• Rational actor (bv. technology acceptance model), it highlight peoples motivations and the actions they take to achieve their goals.
• External control theory, externe krachten
• Emergent process, interacties tussen mensen in organisaties en omgevingen

->
We build our framework on a particular emergent process theory designed by Soh and Markus toexplain how information technology creates (or fails to create) business value. Dit model komt overeen met de laatste 3 fasen uit de “Experience Cycle”.