Heeding recent calls for more studies on micro-practices and institutional change, this study reports a collaborative case study to elucidate the micro-practices and legitimating strategies that make field-level institutions a part of organizations. Building on institutional theories and using Enterprise Architecture (EA) as an example of field-level institutions, the study explores how two distinct organizations adopted EA, the impediments they experienced, and the strategies used to make EA an acceptable part of organizations. The findings suggest three change mechanisms that enact field-level institutions in organizations: the creation of shared spaces for knowledge exchange between organization members, the importance of role shifting within shared spaces to effectively engage with other organization members, and the need for lexical shifts in communication to better resonate with users. The findings deepen our understanding of institutional elements that impede change, as well as the legitimating strategies that enact field-level institutions.

鉴于最近呼吁对微观实践和制度变革进行更多研究，本研究报告了一项合作案例研究，阐明了使实地机构成为组织一部分的微观实践和合法化策略。该研究以制度理论为基础，并以企业体系结构（EA）作为现场级机构的示例，探讨了两个不同的组织如何采用EA，他们遇到的障碍以及使EA成为组织可接受的一部分的策略。调查结果提出了在组织中建立现场机构的三种变更机制：为组织成员之间的知识交流创建共享空间，在共享空间内进行角色转移以有效地与其他组织成员互动的重要性，为了更好地与用户产生共鸣，需要进行词汇上的交流。这些发现加深了我们对阻碍变革的体制要素以及制定实地机构的合法化策略的理解。