Conform or Workaround? A Multilevel Analysis of the Effect of Group Cultural Tightness on Enterprise System Use
研究发现团队文化紧密度（即团队内严格执行的规范）能显著增加员工对企业系统的顺从使用、减少内部和外部变通行为，且这种效应在中美两国多个组织中一致；顺从使用和内部变通提升绩效，而外部变通损害绩效。
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.