Many problems of software implementations appear after roll-out during the shakedown phase. Research have shown that peer advice ties are more effective and preferred by users than traditional IT support structures. However, large organizations are often shrouded in anonymity and individuals often don’t know which peer to ask for advice, resorting to help desks as a last resort. The paper addresses the challenges of peer advice ties as support structure by presenting a peer-based support system (PBSS) design to address emerging problems of individuals during shakedown. By applying design science research and theory of interaction as explanatory theory for peer advice to derive design requirements. Based on the informational, timeliness and contextual advantages of peer advice ties, we develop tentative design principles, which aids in identifying and creating interaction among peers. The contribution lies in prescriptive knowledge on how systems should be designed to support peer advice as support structures.

The introduction of new information systems oftentimes requires organizational changes to realize improvements in a company’s performance. Still, many attempts to bring such technology driven organizational change (i.e., technochange) into practice fail. In this regard, cultural misfits are described to be a decisive cause for organizations’ resistance to change. With this paper, we outline our case study approach of investigating culture caused misfits in technochange projects using the theory of IT-culture conflicts. By ascribing cultural values to IT, we will identify potential cultural misfits concerning IT in a comprehensive and theory guided way. Based on insights we gain from a case study conducted during a Customer Relationship Management system integration in the energy sector, we will provide guidance on how to overcome cultural misfits in technochange projects as a practical contribution. As a theoretical contribution, we contribute to the exploration of culture and its influence on organizational outcomes in technochange.