Integration, it was believed, would be one of the most desirable benefits obtained from purchasing and installing the new ERP. The myth-making process served to render the new, untried, unseen, and expensive system as a tool by which integration would be achieved. But in creating this myth, the implementation activities of evaluating and selecting a new ERP served at the same time to elaborate and reconstruct existing organizational values. Specifically, the myth of integration was created through delegitimating the existing information system and its support structure. This was accomplished through creating a story of a “performance crisis” of the existing system. And finally, the myth of integration is further sustained by constructing a narrative of the ERP as integrated, thereby closely coupling it to the organizational value of integration. In the following section, data obtained from reports of technical and executive committees who met throughout the late ’80s and early ’90s, from interviews, and from a survey administered to all users involved in the CIS project are examined to show how the myth of integration was created and sustained.