Research suggests that productive interorganizational (or intergroup) collaboration is not self-evident, particularly when it involves significant changes in work processes. This paper uses the intergroup relational identity theory as a guide to explain how this collaboration unfolds. Using a qualitative, inductive approach, we conducted two field studies (one in Finland, the other in Quebec) to compare and contrast the very different appropriation of an interorganizational system within the Architecture, Engineering and Construction (AEC) industry, known as BIM (Building Information Modeling). We leverage this data and theory to suggest a conceptual framework identifying sources of influence to intergroup performance. Specifically, we highlight the role of IT affordances, meso drivers, and macro drivers on intergroup relational identity, and in turn, on intergroup performance.