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Understanding the 0rganizational antecedents of bottom-up un-enacted projects - towards a conceptual model based on deviance theory

: Buchwald, Arne; Urbach, Nils; Ahlemann, Frederik

Fulltext ()

Avital, M. ; Association for Information Systems -AIS-:
ECIS 2014, 22th European Conference on Information Systems. Proceedings. Online resource : Tel Aviv, Israel, June 9-11, 2014
AIS Electronic Library (AISeL), 2014
ISBN: 978-0-9915567-0-0
Paper 16, 16 pp.
European Conference on Information Systems (ECIS) <22, 2014, Tel Aviv>
Conference Paper, Electronic Publication
Fraunhofer FIT ()

Un-enacted projects are those projects that have not been officially evaluated by the project portfolio management but do exist although they are not known to a company´s project portfolio. As a consequnce, resources thought to be available often prove to be actually unavailable and that unofficial initiatives eventually compete for scarce resources. One particular type of these un-enacted projects are bottom-up initiatives. Bottom-up un-enacted projects are unofficial initiatives on which employees spend time without order but with which they intend to benefit their organizations. While previous research highlights the great potential of bottom-up un-enacted projects, they only focus on the individual level but leave the organizational level for further research. To address this research gap, this study aims at gaining a deeper understanding of the organizational drivers of bottom-up un-enacted projects. We draw on deviance theory to develop a conceptual model for explaining the occurrence of these projects. In order to triangulate the emerging model with insights from practice, we use interview data to cross-check and refine the theory-driven model. Our results advance the theoretical discourse on the concept of un-enacted projects and enable practitioners to understand the levers with which to steer respective activities in the intended direction.