Cloud computing implementation: a field study of business unit IT self-sufficiency

Purpose This study seeks to understand what organizational changes are occurring within two vertical cloud-based customer relationship management (CRM) implementations using socio-technical systems (STS) theory. Design/methodology/approach We conduct an exploratory field study of two business unit CRM implementations and collect data through field notes, emails, conversations and interviews. We apply STS theory and qualitative techniques to analyze the actors, structures, technology, tasks and their interdependencies. Findings Dependence on central IT significantly decreased for both units, but these vertical cloud-based CRM systems could not be implemented and maintained without expert IT actors. We found variations of IT expertise skills and dependence on central IT resulting in three differences: the business unit’s development processes, the ability to implement and maintain systems internally and CRM capabilities available to the business units. Extensive product research should be conducted prior to making decisions, implementation plans and goals. Business units should be cautious about vendor claims of self-sufficiency and no technical expertise requirement. Originality/value We extend the literature on user-led system implementations by studying implementation processes and applying Leavitt’s STS diamond to examine four interdependent dimensions. We apply Leavitt’s theoretical model as a tool to frame and guide our understanding of the differences and impacts of user-led implementations. We identify the activities for successful user-led cloud implementation and present propositions for organizations to consider when supporting user-led systems. When systems are supporting decentralized business processes, the implementation efforts will be complex and require more time to successfully implement a useable solution.