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Institutional theory has proven to be a central analytical perspective for investigating the role of social and historical structures of information systems (IS) implementation. However, it does not explicitly account for how organisational actors make sense of and enact technologies in their local context. We address this limitation by exploring the potential of using institutional theory with sensemaking theory to study IS implementation in organisations. We argue that each theoretical perspective has its own explanatory power and that a combination of the two facilitates a much richer interpretation of IS implementation by linking macro-and micro-levels of analysis. To illustrate this, we report from an empirical study of the implementation of an Electronic Patient Record (EPR) system in a clinical setting. Using key constructs from the two theories, our findings address the phenomenon of implementing EPRs at three levels: the organisational field, the organisational/group, and the individual/socio-cognitive level. The study shows how a rationalised myth of an efficient EPR system has travelled from the organisational field to the hospital ward and on to individual doctors. The findings also provide evidence of a strong human agency by showing how doctors enact their work practices and shape the use of the EPR system. The study contributes to IS research by showing the need to address macro-level structures, as well as individual interpretations and practical use situations, in order to identify how and why information systems are adopted by users.

Although project portfolio management (PPM) has been on the research agenda for at least seven decades (1950–2019), the number of contributions on the topic continues to grow. Literature reviews help us to integrate and build on what we already know and to understand where we came from. However, reviews proving a shared historical narrative of the discipline are scarce but key. Thus, we trace the literature back to its origin, building and synthesizing our historical narrative into a model. We evaluate what has already happened and what will most likely shape the future.

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This article reports on a four-year action research study, where the aims were to study benefits management at a detailed, practical level and to evaluate the benefits management practices applied. Synthesizing the insights from the study shows that the approach is dependent on the context and that the action research process was a challenging endeavor, but also that the project was successful with respect to improving performance. We provide a structured evaluation of the practiced process to uncover weaknesses and improve future interventions by suggesting an integrative management model with three layers: instrumental, practical, and reflective.

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