-------- Original-Nachricht --------
Betreff: [AISWorld] CALL FOR PAPERS - Journal of Strategic Information
Systems - Special Issue: Information Systems Strategy as Practice: Micro
Strategy and Strategizing for IS
Datum: Thu, 6 Oct 2011 15:32:37 -0400
Von: Galliers, Robert <rgalliers(a)bentley.edu>
An: 'aisworld(a)lists.aisnet.org' <aisworld(a)lists.aisnet.org>
CALL FOR PAPERS Journal of Strategic Information Systems
Special Issue: Information Systems Strategy as Practice: Micro Strategy
and Strategizing for IS
The "rigor versus relevance" debate and the practical relevance of much
contemporary research are recurring themes not just in the information
systems discipline (Straub and Ang, 2011; Klein and Rowe, 2008; Roseman
and Vessey, 2008) but in the wider field of management (c.f. Nicolai and
Seidl, 2010; Moisander and Stenfors, 2009; Mohrman et al., 2001;
Shrivastava, 1987). In the IS discipline in particular, this has led to
some scholars questioning the practical value of much of the published
research (cf. Desouza, 2006; Keen, 1991; Senn 1998; Benbasat and Zmud,
1999; Lyytinen, 1999). A central premise of the arguments presented by
these protagonists is that much research draws on methods that are
inappropriate to the applied nature of the discipline. The foundation of
this argument reflects the social sciences 'practice turn' that sees all
knowledge as existing within the fields of practice (Schatzki et al.,
2001). In philosophy, the turn to pragmatism similarly values knowledge
through practitioners' eyes and places the practitioner at the centre of
theory development (Putnam, 1995; Rorty, 1998). This movement toward
practical relevance prefers concrete micro actions rather than an
abstract or macro analysis. People and knowledge that makes a difference
in practice are central to research endeavors.
In line with these arguments, the strategic management discipline has
seen the emergence of a body of research that focuses on strategizing or
the 'doing of strategy' (Jarzabkowski and Spee, 2009; Jarzabkowski et
al., 2007; Johnson et al., 2003, 2007; Whittington, 1996). Often
referred to as the "Strategy as Practice" school, it emphasises the
actual day-to-day activities, contexts, processes and content that
relate to strategic outcomes. This momentum towards a more micro
perspective is in response to growing frustrations with the contemporary
strategy literature of its relevance to practitioners. Part of the
problem is that there has been a dominant macro focus in strategic
management research that is remote from practice, particularly the
normative models resulting from it. Research in the Strategy as Practice
genre emphasizes how people engage in the 'real work' of developing a
strategy and strategizing. In addressing strategy as practice, the focus
of research is on strategy praxis, strategy practitioners and strategy
practices, i.e. the work, workers and tools of strategy (Jarzabkowski et
al., 2007; Whittington, 2002).
Drawing on this Strategy as Practice perspective, this Special Issue
seeks to explore information systems strategy and strategizing from a
practice perspective. Reflecting the arguments for research relevance,
this call echoes Lee's (2010) recent comment that "the starting point of
IS research need not be the existing theory (primarily epistêmê) located
in the IS discipline's own (or any other) research literature; rather,
the starting point could be the technê and phronêsis of IS
professionals, managers, executives, and consultants ('natives')
themselves..." (p. 346).
Submitted manuscripts may report on research that explores the patterns
of how people interact and are involved in strategic activity related to
IS (and possibly alignment or co-evolution with business strategies).
Additionally, they may elicit and present the detailed processes and
practices that constitute the day-to-day activities in developing an IS
strategy and IS strategizing in practice. While theoretical
contributions are welcome (cf. Zundel and Kokkalis, 2010), the focus of
empirical data collection will normally be on the people engaged in the
real work of IS strategizing (cf. Levina and Vaast 2006 for strategic IS
sourcing). Crucially, any reported research will examine IS strategy not
as something a firm has but something its people do. A variety of
research methods are also encouraged, including action research and
design science, where the objective is to contribute to the knowing how,
practical knowledge, and knowhow of IS strategy.
References
Benbasat I. and Zmud R.W. (1999) "Empirical research in information
systems: the practice of relevance," MIS Quarterly (23:1), pp. 3-16.
Desouza, K.C., El Sawy, O.A., Galliers, R.D., Loebbecke, C., and Watson,
R.T. (2006) "Beyond rigor and relevance towards responsibility and
reverberation: information systems research that really matters,"
Communications of AIS (17), pp 2-26.
Hirschheim, R.A. (1992) "Information systems epistemology: an historical
perspective." In Information Systems Research: Issues, Methods and
Practical Guidelines (Galliers R.D., Ed), pp. 28-60, Blackwell, Oxford.
Jarzabkowski, P and Spee, A.P. (2009) "Strategy-as-practice: a review
and future direction for the field," International Journal of Management
Reviews, (11:1), pp. 69-95.
Jarzabkowski, P. "Strategy as practice: Recursiveness, adaptation, and
practices-in-use," Organization Studies (25:4), May 2004, pp 529-560.
Keen P (1991) "Keynote address: relevance and rigor in information
systems research." In Information Systems Research: Contemporary
Approaches and Emergent Traditions (Nissen H.E., Klein H.K. and
Hirschheim R., Eds), pp. 27-49, Elsevier Publishers, Amsterdam.
King, J.L. and Applegate, L.M. (1997) "Crisis in the case study crisis:
marginal diminishing returns to scale in the quantitative-qualitative
research debate," In Information Systems and Qualitative Research (Lee
A., Liebenau J. and DeGross J., Eds), pp. 28-30, Chapman and Hall
Publishing, London.
Klein, H. and Rowe, F. (2008) "Marshaling the professional experience of
doctoral students: a contribution to the practical relevance debate,"
MIS Quarterly (32:4), pp. 675-686.
Lee, A.S. (2010) "Retropective and prospects: information systems
research in the last and next 25 years," Journal of Information
Technology, (25), pp. 336-348.
Levina, N., and Vaast, E. (2008) "Innovating or doing as told? Status
differences and overlapping boundaries in offshore collaboration," MIS
Quarterly (32:2), pp 307-332.
Lyytinen K (1999) "Empirical research in information systems: on the
relevance of practice in thinking of IS research," MIS Quarterly (23:1),
pp. 25-28.
Nicolai, A. and Seidl, D. (2010) "That's relevant! Different forms of
practical relevance in management science," Organization Studies,
(31:9/10), pp. 1257-1285.
Mohrman, S.A., Gibson, C.B. and Mohrman, A.M. (2001) "Doing research
that is useful to practice: a model and empirical exploration," Academy
of Management Journal, (44:2), pp. 357-375.
Moisander, J. and Stenfors, S. (2009) "Exploring the edges of
theory-practice gap: epistemic cultures in strategy-tool development and
use," Organization, (16:2), pp. 227-247.
Putnam, H. (1995) Pragmatism: An Open Question, Blackwell, Oxford, UK
Cambridge, Mass., USA, pp. xii, 106.
Rorty, R. (1998) Truth and Progress, Cambridge University Press, New York.
Roseman, M. and Vessey, I. (2008) "Towards improving the relevance of
information systems research to practice: the role of applicability
checks," MIS Quarterly (32:1), pp. 1-22.
Schatzki, T.R., Knorr-Cetina, K., and Savigny, E.v. (2001) The Practice
Turn in Contemporary Theory, Routledge, London.
Senn J (1998) "The challenge of relating IS research to practice,"
Information Resources Management Journal, (11:1), pp. 23-28.
Shrivastava, P. (1987) "Rigor and practical usefulness of relevance in
strategic management," Strategic Management Journal (8:1), pp. 77-92.
Straub, D., and Ang, S. "Editors's Comments," MIS Quarterly (35:1) 2011,
pp III-XI.
Jarzabkowski, P., Balogun, J. and Seidl, D. (2007) "Strategizing: the
challenges of a practice perspective," Human Relations, Vol. 60, No 1,
pp. 5-27.
Johnson, G., Langley, A., Melin, L. and Whittington, R. (2007) Strategy
as Practice: Research Directions and Resources, Cambridge University
Press, Cambridge.
Johnson, G., Melin, L. and Whittington, R. (2003) "Micro strategy and
strategizing: towards an activity-based view", Journal of Management
Studies, Vol. 40, No. 1, pp. 3-22.
Whittington, R. (2006) "Competing the practice turn in strategy
research", Organization Studies, Vol. 27, No. 5, pp. 613-634.
Whittington, R. (2002) "Practice perspectives on strategy: unifying and
developing a field", Best Paper Proceedings, Academy of Management, Denver.
Whittington, R. (1996) "Strategy as practice", Long Range Planning,
(29:5), pp. 731-735.
Zundel, M. and Kokkalis, P. (2010) "Theorizing as engaged practice,"
Organization Studies, (31:9/10), pp. 1209-1227.
Important Dates
Submission deadline: June 25, 2012 (definite)
First reviews back: August 20, 2012 (indicative)
Second revisions due by: October 15, 2012 (indicative)
Final acceptance: January 16, 2013 (indicative)
Publication date: March 2013 (targeted)
Editors
Professor Bob Galliers Bentley University USA: rgalliers(a)bentley.edu
<mailto:rgalliers@bentley.edu>
Professor Joe Peppard Cranfield School of Management United Kingdom:
j.peppard(a)cranfield.ac.uk <mailto:j.peppard@cranfield.ac.uk>
Dr Alan Thorogood Australian School of Business University of New South
Wales Australia: alant(a)unsw.edu.au <mailto:alant@unsw.edu.au>