This dissertation examines an enterprise system appropriation process applying structuration theory and adaptive structuration theory (AST). The key research questions are: (1) what structures emerge from the implementation of enterprise information technology (EIT); (2) how do enterprise technologies and existing organization structures influence the appropriation of enterprise technology in public sector organizations; and (3) how the structures interact in the appropriation process. Using structured interviews, content analysis, and observations, this study develops a case of implementing Payroll System Replacement (PAYSERV) at the New York State Office of the State Comptroller (OSC).

The research validates and adds to the findings of earlier studies conducted in controlled settings and provides empirical support for organization changes that result from the implementation of enterprise technology. Specifically, the study produced three primary findings. First, an enterprise system leads to changes in technology and organizational structures, and the role of existing structures is not always constraining. Second, there is an interaction between the emergent institutional structures and enterprise system structures that lead to other organizational outcomes. These outcomes not previously addressed are included in the new model. Third, the study shows that the appropriation process could change the spirit of the technology if there are gaps between the structural features embedded in the technology and institutional requirements. The research also presents a new model which advances theory and practice in enterprise system management, while raising questions for further research.

The study presents key considerations for researchers seeking a critical engagement with structuration theory and its associated concepts to future enterprise systems research. In addition, the case study makes important suggestions for enterprise systems implementation practices. Goals for improved productivity, enhanced customer service, best practices, and process improvements are a high priority for many organizations. Failed enterprise resource planning (ERP) systems implementation due to the lack of understanding the interplay between institutionalized practice and other forces are commonplace. The new model captures these relationships and makes public sector managers more aware of factors affecting successful implementations of ERP systems or other advanced technologies.