Dissertation submitted in fulfilment of the requirements for

Abstract. The pressure towards tighter or ‘‘seamless’ ’ integration of health information systems is a recurring issue with both practical and analytical relevance. It taps into a discourse in the IS literature in general and organisation and management science in particular. Unfortunately, the prevailing perception of integration in the IS literature is as a predominantly technical issue. The CSCW literature, however, is attentive to the socio-technical aspects of integration. Building on this – but supplemented with recent elaborations in science studies – we aim at exploring the unintended consequences of information systems integration. A user-led perspective implies emphasising the tailoring to local needs based on in-depth studies of the micro practices. We argue, however, that the condition for such an approach is radically undermined by politically motivated, regional changes towards integration with implicated standardisation. Enforcing order in the form of standards across multiple local settings, seemingly a prerequisite for tight integration, simultaneously produces disorder or additional work in other locations for other users. Empirically, our study is based on a large, ongoing integration effort at the University hospital of Northern Norway, specifically studying work practices and perceptions across multiple laboratories. Key words: integration, standardisation, unintended consequences, work practices 1.

This paper presents a field study of decision-making processes in management teams in two organizations. It reviews existing literature on managerial knowledge structures and decision-making, and identifies methodological and conceptual limitations with these approaches. The authors then develop interpretive case studies of two management teams, which focus on the articulated and social methods used to make decisions. They found that both organizations used rules of thumb or heuristic reasoning in their decision-making, that these rules of thumb functioned as headlines of deeper organizational narratives, and that these narratives were grounded in emotional as well as purely rational considerations. We suggest that the term “guiding principle ” usefully integrates our three findings into a descriptive concept that may be further explored in future research of both a descriptive and prescriptive nature.

Motivation. Software maintenance is a significant part of the software life-cycle cost. Current research focuses on the maintenance of application software. Despite increased focus on systems integration, there is limited research on maintaining integrated systems. Before progressing with informing software integration practice, researchers therefore need to better understand the actual work of maintaining integrated systems. Research. To this end, a study of maintaining an integrated system in practice has been conducted. The study is conducted in the context of a community of volunteer software integrators. The research combines field studies with document analysis, asking: RQ1: How is knowledge of software failures developed during geographically distributed software maintenance? RQ2: How do software developers build knowledge of how to replace a businesscritical software system? RQ3: What are the characteristics of large-scale software maintenance work in a geographically distributed community of volunteers? Contributions. The main empirical contribution offered by this thesis is insight into the social

While there has been some research on coordination in FLOSS, such research has focused on coordination within a project or within a group. The area of cross-project coordination, where shared goals are tenuous or non-existent, has been under-researched. This paper explores the question of how multiple projects working on a single piece of existing software in the FLOSS environment can coordinate. Using the Ordering Systems lens, we examine this question via a cross-case analysis of four projects performed on the open source game Jagged Alliance 2 (JA2) in the forum Bear’s Pit. Our main findings are that: (1) Ongoing cross-project ordering systems are influenced by the materiality of development artifacts. (2) The emergent trajectory of cross-project ordering systems is influenced by affordances that emerge from the interaction between the goals and desires of the project team building the development artifact, and the materiality of the development artifact. (3) When two parties need to coordinate in the ordering system, all or almost all coordination effort can be borne by a single party. Furthermore, over time, emergent FLOSS projects bear more coordination effort than stable, mature projects. Keywords: Cross-project coordination, materiality, ordering systems, open-source * Michael Wade and Kevin Crowston were the accepting senior editors. This article was submitted on 27 th September 2009 and went through two revisions.

Research Unit for Urban and Regional Development Studies, U. of Tampere, Finland