In globally distributed environments, gaps exist between an organisational-level decision to migrate IT-enabled tasks and the actual execution of strategy since a high-level consensus does not always specify the precise sequencing and pacing of task migration in detail. This absence of operational-level detailing can trigger status-led enactments of power. Drawing on a qualitative case study of a distributed finance function in a global logistics firm, this paper explores how high-status business units (BU) frame their task migration actions and contrasts it with how a low-status support unit frames and accounts for the actions of high-status BUs. The findings show how high-status BUs frame their own actions as protecting, supporting and monitoring the migrated tasks while the low-status support unit frames the same set of actions as resisting, interfering and hypercriticizing. Theoretically, the paper suggests that during the implementation of task migration strategies, frames deployed by a low-status unit considers its weaker position of power and serves to neutralise conflict with the more powerful, higher-status unit.

中文翻译：

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实施支持 IT 的任务迁移策略的状态差异和框架

在全球分布式环境中，迁移 IT 任务的组织级决策与实际执行战略之间存在差距，因为高层共识并不总是详细指定任务迁移的精确顺序和节奏。缺乏运营层面的细节可能会触发以地位为主导的权力制定。本文利用全球物流公司分布式财务职能的定性案例研究，探讨了高地位业务单位 (BU) 如何制定其任务迁移行动，并将其与低地位支持单位如何制定和解释任务迁移行动进行对比。地位高的 BU 的行动。调查结果表明，地位高的 BU 如何将自己的行动框架为保护、支持和监控迁移的任务，而地位低的支持单位则将相同的行动框架定义为抵抗、干涉和过度批评。理论上，该论文认为，在任务迁移策略的实施过程中，低地位单位部署的框架会考虑其较弱的权力地位，并有助于中和与更强大、地位更高的单位的冲突。