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<p>This article in the journal “Group. Interaction. Organization. (GIO)” examines, using the example of ERP implementations in companies, the significance of informal experts for project development. While formal roles such as Key User or IT-Specialist are clearly defined, empirical findings demonstrate that informal professionals also temporarily assume leadership. With their specific knowledge, they mediate between technical standards, organizational demands, and lived practice. Using empirical vignettes, the article illustrates how such informal expert roles emerge, what dynamics they trigger during project execution, and how they can both foster and hinder successful implementations. Theoretically, this contribution is situated within the organizational sociology discourse on the complementarity of formality and informality. Building on a&#xa0;systems-theoretical understanding of leadership, the article analyzes mechanisms that facilitate or impede informal influence in critical project situations. In doing so, it highlights ways in which companies can promote the productive role of informal experts in IT transformation processes.</p>

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Temporär in Führung: Informelle Expert*innen als Schlüsselpersonen in Softwareprojekten

  • 期刊论文

  • 发表日期：

    2026年5月22日

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  • Hannah Mormann,
  • Christian Huber,
  • Johannes Starke

摘要

This article in the journal “Group. Interaction. Organization. (GIO)” examines, using the example of ERP implementations in companies, the significance of informal experts for project development. While formal roles such as Key User or IT-Specialist are clearly defined, empirical findings demonstrate that informal professionals also temporarily assume leadership. With their specific knowledge, they mediate between technical standards, organizational demands, and lived practice. Using empirical vignettes, the article illustrates how such informal expert roles emerge, what dynamics they trigger during project execution, and how they can both foster and hinder successful implementations. Theoretically, this contribution is situated within the organizational sociology discourse on the complementarity of formality and informality. Building on a systems-theoretical understanding of leadership, the article analyzes mechanisms that facilitate or impede informal influence in critical project situations. In doing so, it highlights ways in which companies can promote the productive role of informal experts in IT transformation processes.