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This paper draws on Ciborra's insightful concept of xenia (i.e., hospitality) to analyze how successful infrastructural service innovation was managed at the local operations of an international financial services firm. The xenia concept problematizes the information system development (ISD) orthodoxy and points to issues and aspects that are often overlooked or considered irrelevant in structured methodologies. In interpreting the findings of the empirical study—in which a highly successful (but radical) big bang transition from one technology platform to another takes place over a single weekend—we suggest that IS implementation and development is an emergent process in which technology and users are continually redefined. This process resembles an emotional "meeting" between host and guest who, over time, develop mutual familiarity and acceptance. Further, we argue that the metaphor of xenia opens space for reconsidering conventional but socially sterile approaches to IS innovation; xenia offers a radically different way for understanding and acting upon ISD. Our analysis highlights the intrinsic socio-technical interplay underlying IS development and implementation, and raises questions about the importance of local cultures of "hospitality" and ways they may be cultivated and nurtured in order to alleviate the meeting between technology and organizations.

DOI: 10.1007/978-0-387-87503-3_11

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