Understanding planning support systems institutionalization in the planning process through actor–network theory: The case of the strategic development framework methodology

Studies conceptualize planning support systems (PSS) outcomes as post-implementation use (limited or continuous) in the planning process. This paper presents another perspective on PSS implementation outcomes—its institutionalization in the planning process. It combines the sociology of translation (SoT) and actor–network theory (ANT) as an analytic framework to investigate and explain a country’s PSS institutionalization in the planning process over 8 years. Ethnographic methods aid qualitative data collection and analysis. Results provide insight in the following three ways: (1) how heterogeneous actors create networks for PSS use, (2) to what extent the network(s) shape PSS institutionalization, and (3) why PSS institutionalization in planning processes does or does not happen. This paper argues that if PSS research investigates and documents these three ways, it will provide additional insights into the decisions, actions, and agencies of PSS institutionalization compared to studies that conceptualize PSS outcomes with use. It contributes to PSS research and practice by demonstrating the value of ANT in enhancing our understanding of PSS institutionalization in planning processes. It recommends further studies to validate this research regarding both retrospective understanding of and prospective management for PSS institutionalization.