| dc.description.abstract | Cloud computing (CC) offers a new information technology service model for organizations. In spite of its possible
benefits, however, it also poses some serious concerns. Why do organizations adopt CC in spite of its potential risks? Based
on several core concepts based on institutional theory, we propose an analytical framework to better understand the
adoption of CC by organizations. We focus on the concepts of field-level changes, organizational fields, institutional
isomorphism, and institutional strategic responses within the context of CC adoption. We identify a number of
organizations that form the organizational field and bring about changes (i.e., CC providers, peer organizations, business
partners, professional and industry associations, and regulators) that may trigger institutional pressures (i.e., coercive,
normative, and mimetic) on the adopting organizations. We conclude by presenting possible strategic responses (i.e.,
acquiescence, compromise, avoidance, defiance, and manipulation) to address the institutional pressures related to CC
adoption. | en_US |
