Selective coupling in hybrid organization: Institutional logic contradiction in the context of ERP post-implementation

Abstract

Drawing a qualitative case study over two years during, this paper provides a detailed sociological account of the local practices and institutional logic and found out that local teams used selective coupling, which led to hybrid practices such as delegation and bricolage. These findings can help top-level manager enhance their awareness of the issues raised by the ERP implementation across organizations. Understanding the constellation of institutional logic within the organization can direct their attention toward new perspectives, thus creating opportunities to influence institutional change. This study analyzes the institutional contradiction during post-implementation from the perspective of flexible coupling and provides further evidence from a completely different context, namely the cross-border implantation in the industrial sector, and within the organization.