Scholarlink

<p>Enacting cross-functional collaboration remains a significant challenge in organizations shaped by multiple, often conflicting, institutional logics. Both enterprise and consumer technologies hold the potential to address this challenge. In particular, the increasing use of opaque consumer social media (CSM) in business is expected to support cross-functional collaboration by counteracting the rigidities of hierarchy-reinforcing, visible enterprise resource planning (ERP) systems. Our case study of a manufacturing company shows that CSM only partly reduces conflicts between the logics of different organizational functions when used as an opaque shadow system alongside visible ERP systems. Although CSM offers greater flexibility, its lack of standardization and inability to establish durable cross-functional links limits its effectiveness in fostering collaboration. The study also reveals that the logics of CSM and ERP are “complementary-yet-conflicting,” adding complexity to collaboration across functions shaped by different institutional logics. As a result, the parallel use of ERP and CSM technologies is insufficient for resolving tensions between organizational functions with distinct logics.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Complementary-yet-conflicting: how ERP systems and consumer social media shape cross-functional collaboration

  • 期刊论文

  • 发表日期：

    2026年3月6日

查看全文
  • Emmanuel Monod,
  • Nataliia Korotkova,
  • Elisabeth Joyce,
  • Henry H. Pan,
  • Antonia Meythaler,
  • Sabine Khalil,
  • Jennifer Gibbs

摘要

Enacting cross-functional collaboration remains a significant challenge in organizations shaped by multiple, often conflicting, institutional logics. Both enterprise and consumer technologies hold the potential to address this challenge. In particular, the increasing use of opaque consumer social media (CSM) in business is expected to support cross-functional collaboration by counteracting the rigidities of hierarchy-reinforcing, visible enterprise resource planning (ERP) systems. Our case study of a manufacturing company shows that CSM only partly reduces conflicts between the logics of different organizational functions when used as an opaque shadow system alongside visible ERP systems. Although CSM offers greater flexibility, its lack of standardization and inability to establish durable cross-functional links limits its effectiveness in fostering collaboration. The study also reveals that the logics of CSM and ERP are “complementary-yet-conflicting,” adding complexity to collaboration across functions shaped by different institutional logics. As a result, the parallel use of ERP and CSM technologies is insufficient for resolving tensions between organizational functions with distinct logics.