Call for Papers AMCIS 2017
(23nd Americas Conference on Information Systems, August 10-12, 2017,
Boston, MA)

Track:	 	Enterprise Systems
Mini-Track:	Enterprise Systems in the Digital Era: Managerial and
Technological Challenges

(https://amcis2017.aisnet.org/submissions/track-descriptions/#toggle-id-7)

Submission deadline: March 1, 2017 (1:00pm, EST time zone)

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Minitrack-Chairs : 

1. Dr. Christian Leyh, Technische Universität Dresden,
christian.leyh@tu-dresden.de;
2. Prof. Dr. Peter Fettke, German Research Center for Artificial
Intelligence (DFKI), and Saarland University, both Saarbrücken,
peter.fettke@iwi.dfki.de;
3. Prof. Dr. Susanne Strahringer, Technische Universität Dresden,
susanne.strahringer@tu-dresden.de

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Minitrack description:

 It is not too much of a stretch to think we have entered a golden age of
digital innovation. Owing to the 50-year march of Moores Law, we have
witnessed the creation of a relatively cheap and increasingly easy-to-use
world-wide digital infrastructure of computers, mobile devices, broadband
network connections, and advanced application platforms (Fichman et al.
2014). This advanced digitalization of industry and commerce as well as the
further integration of smart objects merging the physical with the digital
seem to result in new fundamental paradigm shifts. These developments have
crucial technological but also manifold organizational implications. 
Due to this immersive digitization of everyday life and the fast changes in
the industrial environment (i.e. Industry 4.0/Industrial Internet)
enterprises face numerous external as well as internal challenges which in
turn require effective governance and coordination of internal but also
intercorporate business processes. It has never been more important for
enterprises to be able to rely on IT-enabled capabilities as well as to
count on a deep understanding of information technology in general and in
digital innovation in particular. In order to be able to cope with the
challenges of a digital era and to execute a fitting digital business
strategy the successful implementation, adoption, and use of suitable
software systems is essential. These systems have to be easily adjustable to
allow fast reactions to continuous business changes and digital innovations.
As a consequence there is a huge demand for adaptable enterprise software.
This especially applies to enterprise resource planning (ERP) systems as
fully integrated and comprehensive solutions for supporting business
processes on a company-wide level. Despite many efforts towards system
consolidation in the past, businesses today struggle with quite
heterogeneous and complex software landscapes consisting of different
software system types and components (e.g., CRM, SRM, SCM or
function-oriented components) and challenging integration requirements.
Thus, a tendency towards more architectural flexibility regarding enterprise
systems and also a certain rejection of strongly integrated approaches can
be observed. Today, enterprises increasingly aim to support individual
business areas with separate area- or task-specific systems. With powerful
end user tools at hand and decentralized development of functionality not
being part of the official corporate IT (Shadow IT) managing these
landscapes that encompass totally different strands of technology
(operational systems vs. groupware/social media) becomes even more
demanding. The possibility of running systems in the cloud (software on
demand, software as a service) widens the range of digital options to become
more flexible. However, benefitting from these possibilities and chances is
not a trivial task and calls for new management approaches such as bimodal
or two-speed IT management. 
Despite the experience of several decades, implementation-, adjustment- or
integration-projects on the company-level still heavily strain the entire
company and its resources as they imply severe intrusions into the
enterprises´ structures and processes. Changes resulting from these projects
possibly affect the corporate culture or even necessitate cultural change as
well. This is even more so the stronger these projects are linked to a
digital transformation endeavor. Thus, a comprehensive and well-designed
project management embedded in long-term transformation approaches still is
an essential component of any significant change in the enterprise system
landscape. 
This minitrack aims to discuss different facets and characteristics of the
digital transformation / transformation of traditional enterprise software
systems and the resulting, changing requirements towards enterprise
structures and cultures as well as related project and IT management topics.
We intend to discuss both managerial and technological problems as well as
their effect on future developments of enterprise software with interested
researchers, software developers and user groups.

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Potential paper topics: 
 New project or IT management approaches in the context of enterprise
system landscapes (e.g. bimodal IT, two-speed IT, lean IT management)
 Integration and management of decentralized development of functionality
in the context of enterprise software
 Critical success and failure factors, risk management in enterprise
software implementation and integration projects, especially when linked to
digital transformation
 Cross-company integration of ERP systems in the digital era
 Challenges of cyber-physical production networks
 ERP and Industry 4.0 / Industrial Internet
 Digitalization and networking
 Usability of company-wide and cross-company enterprise systems
 Flexibility of enterprise systems and respective landscapes
 Effects of digital business strategies on enterprise systems and
respective landscapes
 Potentials and effects of technological innovations (such as in memory
computing)
 Issues around ERP on demand, ERP-as-a-Service, ERP in the cloud, mobile
ERP
 Integration of SCM, CRM, SRM and groupware technologies
 Changes in specific business areas (i.e. HCM, Financials, Sourcing)
 Impact of enterprise software on enterprise culture

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Deadlines and further information: http://amcis2017.aisnet.org/

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Dr. Christian Leyh

Technische Universität Dresden
Fakultät Wirtschaftswissenschaften - Faculty of Business and Economics 
Lehrstuhl Wirtschaftsinformatik, insb. Informationssysteme in Industrie und
Handel - Chair of Business Informatics, esp. IS in Manufacturing and
Commerce
01062 Dresden - Germany

Tel +49 (0) 351 463 33739 
Fax +49 (0) 351 463 32794
E-Mail: christian.leyh@tu-dresden.de
Web: http://www.tu-dresden.de/wwwiisih/

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Betreff:	[WI] 2nd CFP: AMCIS 2017- Enterprise Systems in the Digital Era: Managerial and Technological Challenges
Datum:	Wed, 22 Feb 2017 17:13:31 +0100
Von:	Christian Leyh <christian.leyh@tu-dresden.de>
Antwort an:	Christian Leyh <christian.leyh@tu-dresden.de>
An:	wi@lists.kit.edu