ERP systems embody what practitioners term 'information blueprints ' of organizations, blueprints that are either defined specifically by the user organization, or alternatively based on business models designed into the ERP system. User companies are thus compelled to align their business processes and work practices to this blueprint. In brief, ERP systems will increasingly become a key vehicle through which organizations of the future will be enacted. It creates visibilities and, as a consequence, raises expectations of increased management knowledge and an extended scope of application, decision making, and action. Based on the first 6 months of empirical research our paper begins to examine the claims made on behalf of these systems and theorises the idea of an emergent 'differance ' spreading between a series of divisions in organization and organizational processes. Of particular importance is an aporetic space in organization which seems to emerge between the idea of data, information and knowledge and opens up a hiatus in social relations at work that stimulates the potential for greater degrees of conflict, confusion and dissent.

A critical research agenda for organisational performance measurement

Acknowledgement: Thanks are due to Richard Laughlin and fellow members of the Management Managers are continually under pressure to measure the performance of their organisation, but there is little empirical evidence about the impact of measurement on performance. Furthermore, many measurement tools and techniques lack clear theoretical foundations. This paper proposes investigations into neglected aspects of organisational performance measurement, reflecting the concern of managers and illustrating the potential impact of theoretical developments on practice. Issues about theory, epistemology and methodologies that accompany such a research agenda, are also raised. 1. Preamble This paper may be a bit unusual for a formal conference discussion as it concentrates neither on presenting empirical results, nor on developing theoretical explanations, but simply seeks to make the case for more of both of these. As such, it is ‘work in the early stages of progress ’ on which feedback on all aspects of the paper will be welcome. And as befits a primarily qualitative and subjectivist-inclined researcher, I felt it important to put the

A review of five major journals in the Management Information Systems (MIS) field reveals that the majority of research articles engaging with Critical Theory, from the period 1990 to 2001, are of a conceptual nature, focusing primarily on systems development. Two reasons are suggested for the comparatively low level of engagement with Critical Theory in empirical research efforts: lack of a critical theory method and reluctance to engage with the theory's emancipatory commitments. A critical theory method that encompasses both quantitative and qualitative data collection methods is advanced. In addition, a more practiceoriented way of thinking about emancipation is proposed.