Integration networks in IT-enabled transformation programs

Abstract

Purpose

Discover how organizations effectively integrate the temporary program outputs into the permanent organization.

Design/methodology/approach

A grounded theory approach deriving knowledge from interviews, field observations and documentary evidence.

Findings

A network of actors integrates the multiteam program system into the overall organization, generating alternate political and implementation impetus.

Research limitations/implications

The paper significantly contributes to the literature of IT-enabled programs by surfacing processes, mechanisms and structures that simultaneously address extant concerns in the program management literature.

Practical implications

The directives of current research and program standards of professional societies identify an individual responsible for integrating the program output into the organization. The study indicates greater autonomy on the responsible actor requiring adjusting to changing stakeholder groups.

Originality/value

The authors add a missing link in understanding how programs can institute effective work structures to address emerging program conflicts and issues, suggesting strategies to foster interaction between temporary and permanent organizations.

Citation

Fernandez, W., Klein, G., Jiang, J. and Khan, R.M. (2022), "Integration networks in IT-enabled transformation programs", International Journal of Managing Projects in Business, Vol. 15 No. 6, pp. 913-937. https://doi.org/10.1108/IJMPB-07-2021-0183