WHEN TRUSTED PEOPLE COME FIRST: PATRON–CLIENT THEORY AND LEGACY COORDINATION IN ROUTINE ITSM USE
DOI:
https://doi.org/10.22437/jiituj.v10i4.58244Keywords:
IT Service Management, Informal Workarounds, Institutional Decoupling, Legacy Informal Coordination, Patron–Client TheoryAbstract
The formal installation of an IT service management (ITSM) helpdesk does not guarantee routine operational use. This study explains how pre-existing coordination practices shaped helpdesk use and how reported client expectations and consultant advice were translated within a Jakarta-based B2B distributor. A retrospective qualitative case study used 12 interviews, approximately 30 hours of observation, and helpdesk logs from Q2 2022 to July 2025. The analysis distinguished formal adoption from routine use and legacy informal coordination from post-implementation workarounds. Trusted-person contact, WhatsApp, and shared spreadsheets predated the helpdesk and continued to handle routine incidents after its implementation. Recorded ticket activity declined after the early period and appeared episodically near reported audits and consultant visits, although timing did not establish causation. Reported external inputs contributed to acquisition, configuration, training, and audit-facing records but were not translated into a consistently reinforced rule for routine use. Relational evidence showed unequal access or authority, repeated reliance, durability, and an effect on helpdesk use; because reciprocal benefit or felt obligation remained incomplete, the pattern was classified as a trusted-person relational pathway with partial patron–client-like features, not a patron–client-like relation. The findings explain how a pre-existing informal order can sustain an adoption–use gap and support a preliminary three-dimensional diagnostic lens. Managers, vendors, and consultants should map incident routes and informal tools before configuration, define escalation and backup roles, connect informal channels to the formal workflow, and reinforce routine use. The single case offers analytical transferability rather than statistical generalization; the lens requires prospective multi-case testing.
References
Adisel, A., Suryati, S., & Riswanto, R. (2023). Portraying patron-client in fishermen work relationships: a phenomenon from Bengkulu, Indonesia. JSW (Jurnal Sosiologi Walisongo), 7(1), 25–36. https://doi.org/10.21580/jsw.2023.7.1.10852.
Aida, K. N., A, A., A, A., & Agustang, A. D. M. (2020). The patron-client relationship patterns in siwa lima fishermen community, Aru Islands District Maluku, Indonesia. International Journal of Scientific & Technology Research, 9(2), 74–77.
Alter, S. (2014). Theory of Workarounds. Communications of the Association for Information Systems, 34. https://doi.org/10.17705/1CAIS.03455.
Alvarez, S. T., & Linares, C. A. (2026). Problems in the adoption of information technology service management models: A systematic literature review. Edelweiss Applied Science and Technology, 10(1), 27–40. https://doi.org/10.55214/2576-8484.v10i1.11491.
Amuha, M. G., & Masiero, S. (2026). The interplay of institutional logics in the decentralization of an education management information system: a case of Uganda. The Electronic Journal of Information Systems in Developing Countries, 92(3), e70066. https://doi.org/10.1002/isd2.70066.
Anatan, L. & Nur. (2023). Micro, small, and medium enterprises’ readiness for digital transformation in Indonesia. Economies, 11(6), 156. https://doi.org/10.3390/economies11060156.
Annosi, M. C., Capo, F., Appio, F. P., & Bedetti, I. (2023). Unveiling micro-foundations of digital transformation: Cognitive models, routines, and organizational structures in agri-food SMEs. Technological Forecasting and Social Change, 197, 122922. https://doi.org/10.1016/j.techfore.2023.122922.
Azad, B., & King, N. (2008). Enacting computer workaround practices within a medication dispensing system. European Journal of Information Systems, 17(3), 264–278. https://doi.org/10.1057/ejis.2008.14.
Azad, B., & King, N. (2012). Institutionalized computer workaround practices in a Mediterranean country: An examination of two organizations. European Journal of Information Systems, 21(4), 358–372. https://doi.org/10.1057/ejis.2011.48.
Bartelheimer, C., Wolf, V., & Beverungen, D. (2023). Workarounds as generative mechanisms for bottom‐up process innovation—Insights from a multiple case study. Information Systems Journal, 33(5), 1085–1150. https://doi.org/10.1111/isj.12435.
Besharov, M. L., & Smith, W. K. (2014). Multiple Institutional Logics in Organizations: Explaining Their Varied Nature and Implications. Academy of Management Review, 39(3), 364–381. https://doi.org/10.5465/amr.2011.0431.
Bingham, A. J. (2023). From Data Management to Actionable Findings: A Five-Phase Process of Qualitative Data Analysis. International Journal of Qualitative Methods, 22, 16094069231183620. https://doi.org/10.1177/16094069231183620.
Braun, V., & Clarke, V. (2021). Thematic Analysis: A Practical Guide. Sage Publications Limited.
Chen, T., Gascó-Hernandez, M., & Esteve, M. (2024). The adoption and implementation of artificial intelligence chatbots in public organizations: evidence from U.S. State Governments. The American Review of Public Administration, 54(3), 255–270. https://doi.org/10.1177/02750740231200522.
Dado, M., Spence, J. R., & Elliot, J. (2023). The case of contradictions: how prolonged engagement, reflexive journaling, and observations can contradict qualitative methods. International Journal of Qualitative Methods, 22, 16094069231189372. https://doi.org/10.1177/16094069231189372.
Davison, R. M., & Ou, C. X. J. (2018). Subverting organizational IS policy with feral systems: A case in China. Industrial Management & Data Systems, 118(3), 570–588. https://doi.org/10.1108/IMDS-04-2017-0153.
De Vargas Pinto, A., Beerepoot, I., & Maçada, A. C. G. (2023). Encourage autonomy to increase individual work performance: The impact of job characteristics on workaround behavior and shadow IT usage. Information Technology and Management, 24(3), 233–246. https://doi.org/10.1007/s10799-022-00368-6.
DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147. https://doi.org/10.2307/2095101.
Eisenstadt, S. N., & Roniger, L. (1984). Patrons, Clients and Friends: Interpersonal Relations and the Structure of Trust in Society (1st ed.). Cambridge University Press. https://doi.org/10.1017/CBO9780511557743.
Er, M., & Nurmadewi, D. (2021). Analysis of business process management capability and information technology in small and medium enterprises in the garment industry (multiple case studies in East Java, Indonesia). The Electronic Journal of Information Systems in Developing Countries, 87(1), e12154. https://doi.org/10.1002/isd2.12154.
Fürstenau, D., Rothe, H., & Sandner, M. (2021). Leaving the shadow: a configurational approach to explain post-identification outcomes of shadow IT systems. Business & Information Systems Engineering, 63(2), 97–111. https://doi.org/10.1007/s12599-020-00635-2.
Haag, S., Eckhardt, A. (2024). Dealing effectively with shadow it by managing both cybersecurity and user needs. MIS Quarterly Executive, 399–412. https://doi.org/10.17705/2msqe.00104.
Hanelt, A., Bohnsack, R., Marz, D., & Antunes Marante, C. (2021). A systematic review of the literature on digital transformation: insights and implications for strategy and organizational change. Journal of Management Studies, 58(5), 1159–1197. https://doi.org/10.1111/joms.12639.
Hayadi, B. H., Sukmana, H. T., Shafiera, E., & Kim, J.-M. (2021). The development of ITSM research in Indonesia: a systematic literature review. International Journal of Artificial Intelligence Research, 5(2). https://doi.org/10.29099/ijair.v5i2.233.
Hennink, M., & Kaiser, B. N. (2022). Sample sizes for saturation in qualitative research: A systematic review of empirical tests. Social Science & Medicine, 292, 114523. https://doi.org/10.1016/j.socscimed.2021.114523.
Iden, J., & Eikebrokk, T. R. (2013). Implementing IT service management: a systematic literature review. International Journal of Information Management, 33(3), 512–523. https://doi.org/10.1016/j.ijinfomgt.2013.01.004.
Irawan, D. A. (2017). Expatriates perceptions toward hofstede’s indonesia cultural dimensions. the Winners, 18(2), 83. https://doi.org/10.21512/tw.v18i2.3734.
Jensen, T. B., Kjærgaard, A., & Svejvig, P. (2009). Using institutional theory with sensemaking theory: a case study of information system implementation in healthcare. Journal of Information Technology, 24(4), 343–353. https://doi.org/10.1057/jit.2009.11.
Jeyaraj, A. (2022). Models of information systems habit: An exploratory meta-analysis. International Journal of Information Management, 62, 102436. https://doi.org/10.1016/j.ijinfomgt.2021.102436.
Klotz, S., Westner, M., & Strahringer, S. (2022). Critical success factors of business-managed IT: it takes two to tango. Information Systems Management, 39(3), 220–240. https://doi.org/10.1080/10580530.2021.1938300.
Kraus, S., Durst, S., Ferreira, J. J., Veiga, P., Kailer, N., & Weinmann, A. (2022). Digital transformation in business and management research: An overview of the current status quo. International Journal of Information Management, 63, 102466. https://doi.org/10.1016/j.ijinfomgt.2021.102466.
Kuo, H.-M., Chen, T.-L., & Yang, C.-S. (2022). The effects of institutional pressures on shipping digital transformation in Taiwan. Maritime Business Review, 7(2), 175–191. https://doi.org/10.1108/MABR-04-2021-0030.
Lema, L., Calvo‐Manzano, J., Colomo‐Palacios, R., & Arcilla, M. (2015). ITIL in small to medium‐sized enterprises software companies: Towards an implementation sequence. Journal of Software: Evolution and Process, 27(8), 528–538. https://doi.org/10.1002/smr.1727.
Lukiyanto, K., Widita, A., & Kumalasari, R. D. (2018). Patron-client relationship in microenterprise development as a cultural heritage in modern era. Pertanika Social Sciences & Humanities, 26, 155–162. http://www.pertanika.upm.edu.my/resources/files/Pertanika%20PAPERS/JSSH%20Vol.%2026%20(T)%20Mar.%202018/14%20JSSH(T)-0672-2018-1stProof.pdf.
Lutfiani, N., Wijono, S., Purnomo, H. D., & Zakaria, N. A. (2025). Organizational readiness and barriers to digital transformation in Indonesian SMEs. APTISI Transactions on Management, 9(3), 256–266. https://ijc.ilearning.co/index.php/ATM/article/view/2541.
MacLean, D., & Titah, R. (2023). Implementation and impacts of IT Service Management in the IT function. International Journal of Information Management, 70, 102628. https://doi.org/10.1016/j.ijinfomgt.2023.102628.
Mallmann, G. L., Maçada, A. C. G., & Oliveira, M. (2018). The influence of shadow IT usage on knowledge sharing: An exploratory study with IT users. Business Information Review, 35(1), 17–28. https://doi.org/10.1177/0266382118760143.
Mandviwalla, M., & Flanagan, R. (2021). Small business digital transformation in the context of the pandemic. European Journal of Information Systems, 30(4), 359–375. https://doi.org/10.1080/0960085X.2021.1891004.
Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363. https://doi.org/10.1086/226550.
Mishra, A., Shukla, A., Rana, N. P., Currie, W. L., & Dwivedi, Y. K. (2023). Re-examining post-acceptance model of information systems continuance: A revised theoretical model using MASEM approach. International Journal of Information Management, 68, 102571. https://doi.org/10.1016/j.ijinfomgt.2022.102571.
Mishra, S., & Dey, A. K. (2022). Understanding and identifying ‘themes’ in qualitative case study research. South Asian Journal of Business and Management Cases, 11(3), 187–192. https://doi.org/10.1177/22779779221134659.
Morgan, H. (2024). Using triangulation and crystallization to make qualitative studies trustworthy and rigorous. The Qualitative Report. https://doi.org/10.46743/2160-3715/2024.6071.
Mtisi, S. (2022). The qualitative case study research strategy as applied on a rural enterprise development doctoral research project. International Journal of Qualitative Methods, 21, 16094069221145849. https://doi.org/10.1177/16094069221145849.
Mühlburger, M., & Krumay, B. (2024). Towards a context-sensitive conceptualisation of digital transformation. Journal of Information Technology, 39(4), 716–731. https://doi.org/10.1177/02683962231219514.
Müller, L. S., Nohe, C., Reiners, S., Becker, J., & Hertel, G. (2024). Adopting information systems at work: A longitudinal examination of trust dynamics, antecedents, and outcomes. Behaviour & Information Technology, 43(6), 1096–1128. https://doi.org/10.1080/0144929X.2023.2196598.
Mwita, K. (2022). Factors influencing data saturation in qualitative studies. International Journal of Research in Business and Social Science (2147- 4478), 11(4), 414–420. https://doi.org/10.20525/ijrbs.v11i4.1776.
Naeem, M., Ozuem, W., Howell, K., & Ranfagni, S. (2023). A step-by-step process of thematic analysis to develop a conceptual model in qualitative research. International Journal of Qualitative Methods, 22, 16094069231205789. https://doi.org/10.1177/16094069231205789.
Nguyen, T. (2024). Understanding Shadow IT usage intention: A view of the dual-factor model. Online Information Review, 48(3), 500–522. https://doi.org/10.1108/OIR-04-2022-0243.
Ogedengbe, F. A., Abdul Talib, Y. Y., & Rusly, F. H. (2024). Influence of structural factors on employee cloud shadow IT usage during COVID-19 lockdown: A strain theory perspective. Cognition, Technology & Work, 26(1), 63–81. https://doi.org/10.1007/s10111-023-00748-0.
Omrani, N., Rejeb, N., Maalaoui, A., Dabić, M., & Kraus, S. (2024). Drivers of digital transformation in SMEs. IEEE Transactions on Engineering Management, 71, 5030–5043. https://doi.org/10.1109/TEM.2022.3215727.
Orr, S. G., Bonyadi, C. J., Golaszewski, E., Sherman, A. T., Peterson, P. A. H., Forno, R., Johns, S., & Rodriguez, J. (2024). Shadow IT in higher education: Survey and case study for cybersecurity. Cryptologia, 48(1), 26–90. https://doi.org/10.1080/01611194.2022.2103754.
Pache, A.-C., & Santos, F. (2013). Inside the hybrid organization: selective coupling as a response to competing institutional logics. Academy of Management Journal, 56(4), 972–1001. https://doi.org/10.5465/amj.2011.0405.
Ramadani, L., & Almaarif, A. (2022). Considering context in information systems research: Understanding the conditions of developing country scholarship. The Electronic Journal of Information Systems in Developing Countries, 88(1), e12200. https://doi.org/10.1002/isd2.12200.
Reis, J., & Melão, N. (2023). Digital transformation: A meta-review and guidelines for future research. Heliyon, 9(1), e12834. https://doi.org/10.1016/j.heliyon.2023.e12834.
Saghafian, M., Laumann, K., & Skogstad, M. R. (2021). Stagewise overview of issues influencing organizational technology adoption and use. Frontiers in Psychology, 12, 630145. https://doi.org/10.3389/fpsyg.2021.630145.
Scalabrin Bianchi, I., Vaquina, A., Pereira, R., Dinis Sousa, R., & Dávila, G. A. (2022). A benefit dependency network for shadow information technology adoption, based on practitioners’ viewpoints. Informatics, 9(4), 95. https://doi.org/10.3390/informatics9040095.
Scott, J. C. (1972). Patron-client politics and political change in Southeast Asia. American Political Science Review, 66(1), 91–113. https://doi.org/10.2307/1959280.
Serrano, J., Faustino, J., Adriano, D., Pereira, R., & Da Silva, M. (2021). An IT service management literature review: challenges, benefits, opportunities and implementation practices. Information, 12(3), 111. https://doi.org/10.3390/info12030111.
Soluk, J., & Kammerlander, N. (2021). Digital transformation in family-owned Mittelstand firms: A dynamic capabilities perspective. European Journal of Information Systems, 30(6), 676–711. https://doi.org/10.1080/0960085X.2020.1857666.
Walsham, G. (2006). Doing interpretive research. European Journal of Information Systems, 15(3), 320–330. https://doi.org/10.1057/palgrave.ejis.3000589.
Wessel, L., Baiyere, A., Ologeanu-Taddei, R., Cha, J., Blegind Jensen, T. (2021). Unpacking the difference between digital transformation and IT-Enabled organizational transformation. Journal of the Association for Information Systems, 22(1), 102–129. https://doi.org/10.17705/1jais.00655.
White, M. S. (2023). Workarounds and shadow IT – balancing innovation and risk. Business Information Review, 40(3), 114–122. https://doi.org/10.1177/02663821231188823.
Woldeyohannes, B., Gaynor, M., & Assefa, T. (2023). Exploring institutional logics to dynamic ambidexterity in health information system implementation in the public health sector of Ethiopia. The Electronic Journal of Information Systems in Developing Countries, 89(3), e12252. https://doi.org/10.1002/isd2.12252.
Wutich, A., Beresford, M., & Bernard, H. R. (2024). Sample sizes for 10 types of qualitative data analysis: an integrative review, empirical guidance, and next steps. International Journal of Qualitative Methods, 23, 16094069241296206. https://doi.org/10.1177/16094069241296206.
Xiao, M., Zhan, X., & Cudennec, A. (2025). Coping with competing institutional logics in policy implementation. Governance, 38(3), e70036. https://doi.org/10.1111/gove.70036.
Yin, R. K. (2013). Validity and generalization in future case study evaluations. Evaluation, 19(3), 321–332. https://doi.org/10.1177/1356389013497081.
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Marcel Marcel, Tubagus Ahmad Marzuqi
This work is licensed under a Creative Commons Attribution 4.0 International License.
