This study examines how the introduction of a collaborative technology was utilized by some institutional groups to assert their dominance over other groups during boundary crossing encounters. To do this we detail an in-depth case study of the introduction of a collaborative workflow technology in a high-technology optronics company. The workflow technology sought to establish accountabilities and responsibilities, and engender quicker lines of communication between functions. Conceptually we draw on social constructivist literature on institutional theory and argue that in addition to looking to the broad socio-economic context, institutional change needs to be understood by attending to the fine-grained practices that are undertaken by staff in organizations. Specifically we will add to the limited accounts that have considered the ways in which ICTs are inextricably interlinked with institutionalization processes.
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