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European Journal of Information Systems
Special Issue: Managing and Sustaining Digital Transformations
CfP Information:
https://www.callforpapers.co.uk/managing-sustaining-digital-transformations
Guest Editors
- Noel Carroll, School of Business and Economics, NUI Galway,
Ireland
(
noel.carroll@nuigalway.ie<mailto:noel.carroll@nuigalway.ie>)
- Nik Rushdi Hassan, Management Studies, University of Minnesota
Duluth, USA (
nhassan@d.umn.edu<mailto:nhassan@d.umn.edu>)
- Iris Junglas, School of Business, College of Charleston, USA
(
junglasia@cofc.edu<mailto:junglasia@cofc.edu>)
- Thomas Hess, School of Management, University of Munich (LMU),
Germany (
thess@bwl.lmu.de<mailto:thess@bwl.lmu.de>)
- Lorraine Morgan, School of Business and Economics, NUI Galway,
Ireland
(
lorraine.morgan@nuigalway.ie<mailto:lorraine.morgan@nuigalway.ie>)
Overview of the Special Issue
In an era of heightened uncertainty and urgency around disruption,
digital transformation has become a global priority on leadership
agendas and researchers across the Information Systems (IS) field
(Bughin et al. 2019; Chanias et al. 2019; Hess et al. 2016; Matt
et al. 2015; Vial, 2019). Digital transformations are typically
described as strategic changes through the use of digital
technologies to extend an organisation’s business model, which
result in changed products and processes, improved customers
engagement, and new organisational structures to provide
digital-based services (Hess et al. 2016; Matt et al. 2015; Müller
et al. 2016; Sebastian et al. 2017). Leaders have growing
expectations from the promise of digital transformations to make a
strategic contribution to their business’ survival and success
(Berman 2012; Vial, 2019), for example, by extending existing
business models through the integration of advanced technologies
(Wiesböck and Hess, 2020). However, digital transformation is
still in its infancy (Vial 2019). Compared to insights on digital
technologies, the extant literature provides sparse coverage on
theoretical developments or empirical research that can explain
the process of digital transformation, such as how transformations
become implemented, embedded, integrated, and evaluated in
practice. With such a void in our understanding, it may be
unsurprising to learn that approximately 70% of all digital
transformation initiatives do not reach their goals (Bucy et al.
2016) with billions of dollars going to waste (Tabrizi et al.
2019). Of the successful digital transformations, it is estimated
that there is a 45 percent chance of delivering less profit than
expected (Bughin et al. 2019). Clearly, the process of digital
transformation within an IS context is not well understood
(Carroll, 2020; Rowe, 2018; Vial, 2019) although we continue to
build weak assumptions on how digital transformations can be
managed and sustained. Fundamentally, this raises questions on how
digital transformat
ions are managed, and what techniques we need to introduce to
offer better guidance on sustaining them. Against this background,
this Special Issue calls for more research on managing digital
transformations and deepening our discourse on how to better
sustain digital transformations in practice (Baiyere et al. 2019;
Hassan et al. 2019; Wessel et al. 2020).
Topics of Interest
We welcome IS accounts of digital transformations at the
individual, group/team, organisational or societal level across
all possible domains. We solicit conceptual papers, case studies
(and comparative cases), surveys, experiments, qualitative
research, design science research, and collaborative action
research among academics and practitioners that illustrate novel
approaches to managing digital transformations and overcoming
specific challenges with sustaining the transformation process. We
especially seek papers that offer new theoretical models along
with evidence of consequences related to managing and sustaining
digital transformations. Some of the key topics we are interested
in include (but are not limited to):
- Digital transformation strategies, practices and processes
- Digital transformation mindset, culture and roles
- Socio-technical factors for managing and sustaining digital
transformations
- The role of analytics and big data in managing and sustaining
digital transformation
- Information systems development in digital transformation
- Sustaining and evaluating digital transformations
- Agility and urgency in digital transformations
- Governance for digital transformations
- Evolving and competing across platforms for digital
transformations
- Enablers and barriers of managing and sustaining digital
transformations
- IS ethical and corporate responsibility considerations for
digital transformation
- Success or failure of digital transformations
- Open innovation for digital transformations
- Building digital resilience in the face digital transformation
Important dates
- Initial paper submission deadline: January 21st 2022
- First round authors notification: April 1st 2022
- Author development workshop (ECIS 2022): TBC – June 16-18th 2022
- Invited revisions deadline: July 29th 2022
- Second round authors notification: September 30th 2022
- Final revision deadline: November 11th 2022
- Final authors notification: December 9th 2022
Associate Editors
- Alexander Benlian, Darmstadt University of Technology, Germany
- Amany Elbanna, University of London, UK
- André Hanelt, University of Kassel, Germany
- Arto Lanamäki, University of Oulu, Finland
- Brian Fitzgerald, University of Limerick, Ireland
- Christiane Lehrer, Copenhagen Business School, Denmark
- Gregory Vial, HEC Montreal, Canada
- Jonny Holmström, Umeå University, Sweden
- Michael Cahalane, University of New South Wales, Australia
- Nancy Pouloudi, Athens University of Economics and Business,
Greece
- Netta Iivari, University of Oulu, Finland
- Rob Gleasure, Copenhagen Business School, Denmark
- Steffi Haag, University of Erlangen-Nuremberg, Germany
- Sven Rehm, EM Strasbourg Business School
- Xiaofeng Wang, Free University of Bozen-Bolzano, Italy
- Yogesh K. Dwivedi, Swansea University, UK
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