Version Transitioning of Enterprise Systems in Software Ecosystems
A Grounded Theory Approach
This paper presents an emerging theory of version transi- tioning from an old to a new version of a pre-packaged en- terprise system among consultant companies in a software ecosystem. The emerging theory proposes the key catego- ries of Perceiving, Pushing, Implementing, and Increased experience as stages in the transition process, and the cate- gories of Technology impact, Supplier impact, Customer im- pact, Strategy impact, and Market impact as key contextual categories impacting the transition process. The emerging theory proposes an iterative nature of the transition process in which each stage in the process is undergone multiple times by the consultant companies. The integration of the emerging theory with existing adoption and difusion theo- ries provides an initial step towards a formal theory of ver- sion transitioning in software ecosystems.
 Arndt, J., T. Kude, and J. Dibbern, The Emergence of Partnership Networks in the Enterprise Application Development Industry: A Global Corporation Perspective, in Advances in Information Sys- tems Research, Education and Practice, D. Avison, et al., Editors. 2008, Springer: Boston. p. 77-88.
 Messerschmitt, D. and C. Szyperski, Software ecosystem: under- standing an indispensable technology and industry. 2005: MIT Press Books.
 Adner, R., Match your innovation strategy to your innovation eco- system. Harvard Business Review, 2006. 84(4): p. 98-107.
 Huber, T., T. Kude, and J. Dibbern. Resolving Tensions in Hub-and- Spoke Networks of the Enterprise Application Software Industry– An Exploratory Case Study. in AMCIS 2010. 2010.
 Fox, P., J. Wareham, and J.L. Cano. Designing a Software Ecosys- tem for Co-Creation: An Empirical Study of the Plaftform Infra- structure of an Enterprise Software Channel. in ECIS 2009. 2009.
 Volkof, O. and S. Sawyer, ERP implementation teams, consult- ants, and information sharing, in AMCIS 2001 Proceedings. 2001.
] Bingi, P., M. Sharma, and J. Godla, Critical Issues Afecting an ERP Implementation. Information Systems Management, 2001. 16(3): p. 7-14.
 Gable, G.G., Consultant engagement for computer system selec- tion : A pro-active client role in small businesses. Information & Management, 1991. 20(2): p. 83-93.
 Kude, T. and J. Dibbern, Tight versus Loose Organizational Cou- pling within Inter-Firm Networks in the Enterprise Software In- dustry-The Perspective of Complementors, in AMCIS 2009. 2009. p. 666-675.
 Johansson, B. and M. Newman, Competitive advantage in the ERP system’s value-chain and its inluence on future development. Enterprise Information Systems, 2010. 4(1): p. 79-93.
 Jacobs, F.R. and F.C.T. Weston Jr., Enterprise resource planning (ERP) - A brief history. Journal of Operations Management, 2006. 25(2): p. 357-363.
 Glaser, B.G. and A.L. Strauss, The discovery of grounded theory: Strategies for qualitative research. 1967: Aldine Transaction.
 Strauss, A. and J.M. Corbin, Basics of qualitative research: Ground- ed theory procedures and techniques. 1990: Sage Publications, Inc.
 Urquhart, C., The evolving nature of grounded theory method: The case of the information systems discipline, in The Sage hand- book of grounded theory, A. Bryant and K. Charmaz, Editors. 2007, Sage. p. 339–359.
 Holton, J.A., The coding process and its challenges, in The Sage handbook of grounded theory, A. Bryant and K. Charmaz, Editors. 2007, Sage. p. 265-289.
 Glaser, B.G., Basics of grounded theory analysis: emergence vs forcing. 1992: Sociology Press.
 Urquhart, C., H. Lehmann, and M.D. Myers, Putting the ‘theory’ back into grounded theory: Guidelines for grounded theory studies in information systems. Information Systems Journal, 2010. 20(4): p. 357-381.
 Glaser,B.G.,ThegroundedtheoryperspectiveIII:Theoreticalcod- ing. 2005: Sociology Press.
 Eisenhardt, K.M., Building Theories from Case Study Research. Academy of Management Review, 1989. 14(4): p. 532-550.
 Stern, P.N., On solid ground: Essential properties for growing grounded theory, in The Sage handbook of grounded theory, A. Bryant and K. Charmaz, Editors. 2007, Sage. p. 114-126.
 Glaser, B.G., Doing formal theory, in The Sage handbook of grounded theory, A. Bryant and K. Charmaz, Editors. 2007, Sage. p. 97-113.
 Angrosino, M.V., Recontextualizing Observation, in The Sage Handbook of Qualitative Research, N.K. Denzin and Y.S. Lincoln, Editors. 2005, Thousand Oaks Calif. : Sage Publications.
 Kvale, S. and S. Brinkmann, Interviews: An introduction to qualita- tive research interviewing. 2008: Sage.
 Muhr, T., ATLAS/ti - A Prototype for the Support of Text Interpreta- tion. Qualitative Sociology, 1991. 14(4): p. 349-371.
 Miles, M.B. and A.M. Huberman, Qualitative Data Analysis: An ex- panded sourcebook. 2nd ed. 1994: Sage Publications.
 Iansiti, M. and R. Levien, Strategy as ecology. Harvard Business Re- view, 2004. 82(3): p. 68-81.
 Rothwell, R., Successful industrial innovation: critical factors for the 1990s. R&D Management, 1992. 22(3): p. 221-240.
 Damanpour, F., Innovation type, radicalness, and the adoption process. Communication research, 1988. 15(5): p. 545-567.
 Rogers, E., Difusion of innovations. 5th ed. 2003, New York: Free Press.
 Zaltman, G., R. Duncan, and J. Holbek, Innovations and organiza- tions. 1973: John Wiley & Sons.
 Orlikowski, W.J., CASE Tools as Organizational Change: Investigat- ing Incremental and Radical Changes in Systems Development. MIS Quarterly, 1993. 17(3): p. 309-340.
 Baskerville, R. and J. Pries-Heje, Diversity in modeling difusion of information technology. The Journal of Technology Transfer, 2003. 28(3): p. 251-264.