Learning from Workaround Practices: the Challenge of Enterprise System Implementations in Multinational Corporations

Based on a four‐year longitudinal case study of a French multinational corporation (MNC) this research explains how a global enterprise system, initially designed to provide greater control by headquarters across its MNC sites, led to the emergence of unexpected practices – known as workarounds – in its Chinese subsidiaries. Drawing on concepts from activity theory our findings provide greater theoretical understanding of workarounds in three...