Magnus Mähring
Title
Cited by
Cited by
Year
Paradoxes and the nature of ambidexterity in IT transformation programs
RW Gregory, M Keil, J Muntermann, M Mähring
Information Systems Research 26 (1), 57-80, 2015
2092015
Trojan actor‐networks and swift translation
M Mähring, J Holmström, M Keil, R Montealegre
Information technology & people, 2004
2082004
Effects of information technology failures on the market value of firms
A Bharadwaj, M Keil, M Mähring
The Journal of Strategic Information Systems 18 (2), 66-79, 2009
1532009
Information technology project escalation: A process model
M Mähring, M Keil
Decision Sciences 39 (2), 239-272, 2008
1432008
Control Configuration and Control Enactment in Information Systems Projects: Review and Expanded Theoretical Framework
M Wiener, M Mähring, U Remus, C Saunders
MIS Quarterly 40 (3), 741-774, 2016
1352016
Reporting bad news on software projects: the effects of culturally constituted views of face‐saving
M Keil, GP Im, M Mähring
Information Systems Journal 17 (1), 59-87, 2007
1302007
Supervising projects you don’t (fully) understand: Lessons for effective project governance by steering committees
C Loch, M Mähring, S Sommer
California management review 59 (2), 45-67, 2017
96*2017
IT project governance
M Mähring
EFI at SSE, 2002
932002
Is your project turning into a black hole?
M Keil, M Mähring
California Management Review 53 (1), 6-31, 2010
752010
Visualizing Institutional Logics in Sociomaterial Practices
L Hultin, M Mähring
Information and Organization 24 (3), 129-155, 2014
732014
Visualizing Institutional Logics in Sociomaterial Practices
L Hultin, M Mähring
International Conference on Information Systems, 2013
732013
Making IT Project De-Escalation Happen: An Exploration into Key Roles
M Mähring, M Keil, L Mathiassen, J Pries-Heje
Journal of the Association for Information Systems 9 (8), 2008
592008
How practice makes sense in healthcare operations: Studying sensemaking as performative, material-discursive practice
L Hultin, M Mähring
Human Relations 70 (5), 566-593, 2017
542017
To coerce or to enable? Exercising formal control in a large information systems project
J Heumann, M Wiener, U Remus, M Mähring
Journal of Information Technology, 2014
472014
The effective promotion of informal control in information systems offshoring projects
M Wiener, U Remus, J Heumann, M Mähring
European Journal of Information Systems 24 (6), 569-587, 2015
432015
Managing digital transformation
P Andersson, S Movin, M Mähring, R Teigland, K Wennberg
SSE Institute for Research, Stockholm School of Economics, 2018
332018
Lost and gained in translation: Adoption of open source software development at Hewlett-Packard
C Melian, M Mähring
IFIP International Conference on Open Source Systems, 93-104, 2008
292008
The role of the board of directors in IT governance: A review and agenda for research
M Mähring
AMCIS 2006 Proceedings, 377, 2006
282006
De-escalating IT projects: the DMM model
D Flynn, G Pan, M Keil, M Mähring
Communications of the ACM 52 (10), 131-134, 2009
262009
IT project governance: A process-oriented study of organizational control and executive involvement
M Mähring
SSE/EFI Working Paper Series in Business Administration 15, 2002
232002
The system can't perform the operation now. Try again later.
Articles 1–20