“…In other words, for this global firm the quest to gain legitimacy throughout the world is critical, and as such, not always passive but dynamically responsive according to their resource dependencies (Oliver, 1991). Interestingly, this study could in part demonstrate Chattterjee's et al (2002) argument that in addition to the organisation itself, which has been widely considered as 'an institution' in the literature, senior management (here represented by the KM programme manager and KM roll-out project managers) are indeed 'institutions' because, as defined by Scott (1995), they are a social structure giving the organisation or individuals lines of actions or orientations, whilst controlling and constraining them. For IT adoption and innovation, a need for broader definitions of institutions is important towards analysing the effects of institutional forces (Mignerat and Rivard, 2005).…”