Enterprise systems (ESs) embed industrial best practices into adopting organizations through their system features, but employees frequently “work around” the system to get work done—sometimes in helpful ways, sometimes in risky ones. Our research shows that group cultural tightness (strongly enforced norms within a team) is a powerful lever for ES governance: tighter groups reliably increase conforming use while reducing both internal and external workarounds, and this pattern holds across Chinese and U.S. contexts and multiple organizational settings. Importantly, not all workarounds are equal. Evidence from multisourced, longitudinal field data indicates that conforming use and internal workarounds can improve job performance, whereas external workarounds harm performance—likely by creating fragmented processes, data gaps, and compliance and security exposure. For practice and policy, the message is clear: organizations should strengthen team-level norms and accountability to curb harmful “outside-the-system” behaviors, while simultaneously creating safe, sanctioned channels to surface, evaluate, and integrate beneficial internal workarounds (e.g., controlled extensions, approved templates, and rapid governance reviews). This balanced approach supports performance, compliance, and continuous improvement without shutting down frontline problem-solving.
Wei et al. (Tue,) studied this question.
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