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CALL FOR PAPERS
27th European Conference on Information Systems (ECIS 2019)
Track: Rethinking IS Strategy and Governance in the Digital Age
June 8-14, 2019, Stockholm-Uppsala, Sweden (
http://ecis2019.eu/)
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TRACK CHAIRS
Nils Urbach, University of Bayreuth & Fraunhofer FIT, Germany,
nils.urbach@uni-bayreuth.de
<mailto:nils.urbach@uni-bayreuth.de>
(corresponding track chair)
Martin Wiener, Bentley University, USA,
mwiener@bentley.edu
<mailto:mwiener@bentley.edu>
Monideepa Tarafdar, Lancaster University, UK,
m.tarafdar@lancaster.ac.uk
<mailto:m.tarafdar@lancaster.ac.uk>
DESCRIPTION
In the digital age, innovative technologies significantly
influence work
processes, products, services, and business models, e.g., by
connecting
individuals, organizations, machines, and other ‘things’ in new
ways, as
well as by enabling novel working, collaboration, and automation
models
(Fitzgerald et al., 2013). For companies, this development often
poses a
significant challenge. To succeed in this changing competitive
environment,
companies must unfold the potential of digital technologies in
their
business strategies, transform their work routines, processes and
structures, rethink their business models, as well as manage and
govern IT
infrastructures that are the central to their value propositions
(Legner et
al., 2017). In short, pervasive digitalization has increased the
importance
of information technology (IT) and transformed the demands placed
on
organizations’ IT functions. Besides ensuring regular IT
operations, IT
functions are increasingly required to proactively identify
technological
innovations and to rapidly transfer them into marketable solutions
– and
with that to directly contribute to the company’s central value
propositions
(Urbach et al., 2017).
In this context, IS strategizing and governance represent key
activities for
the effective deployment of IT resources and ultimately for value
creation
through IT. The emergence of new digital technologies (e.g.,
artificial
intelligence [AI], big-data analytics, blockchain, cloud
computing) and
infrastructures (e.g., digital platforms and ecosystems), novel
value-creation processes and work practices (e.g., human-robot
collaboration, resource sharing) along with the availability of
unprecedented data volumes challenge existing conceptualizations
and
theories related to IS strategy and governance (Markus, 2017;
Newell &
Marabelli, 2015). For instance, while cloud services may make the
IT
artefact seemingly disappear, the challenge of governing the
design and use
of such services and associated IT resources has become even more
acute
(Schneider & Sunyaev, 2016). Digital business models that
revolve around
resource sharing and/or complex product-service offerings not only
challenge
organizational boundaries, but also established ideas about
ownership of
resources, tasks, and outputs (Schor, 2014). Similarly, while
AI-based
algorithms can automate business processes, they highlight even
more
urgently, the need for data fidelity and process management
(Tarafdar et
al., 2017). At the same time, in organizations where more
‘traditional’
technologies and work practices are still dominant, IS strategy
and
governance challenges remain highly important and complex (Wiener
et al.,
2016).
The objectives of the proposed track are two-fold. One, from the
point of
view of scholarly research, the objective is to foster and promote
novel
theories and concepts on IS strategy and governance, with a
particular focus
on the manifold opportunities and challenges associated with the
pervasive
digitalization of business and society. Two, the track aims at
offering
insights that enable IS practitioners to leverage emerging digital
technologies, respond to digitalization challenges, and
ultimately, to make
effective use of available IT resources. The track is open to all
types of
contributions—including research in progress—studying IS strategy
and
governance topics from different stakeholder perspectives, in
different
contexts and settings (e.g., for-profits and non-profits), at
different
levels of analysis (e.g., individual, project, program, corporate,
network,
and societal level), and with different theoretical perspectives
and
methodological approaches (e.g., conceptual and empirical
studies).
We particularly welcome studies that address the conference theme
“Information Systems for a Sharing Society” by focusing on IS
strategy and
governance issues related to the sharing of IT and other
resources.
TOPICS OF INTEREST
Topics of interest include, but are not limited to:
Digital strategizing and strategy
implementation (e.g., link to overall
business strategy, development of digital capabilities,
sustainability of
digital strategies, translation of strategic objectives into
governance
practices and structures)
Strategic impact of emerging digital
technologies (e.g., artificial
intelligence, blockchain, big-data analytics, cloud computing) on
business
models, governance structures, and processes, etc.
Governance of digital transformation and
innovation processes (e.g., new
governance models for complex organizations, such as companies
operating
with dual/coexisting traditional and digital business models)
Changing role of CIO function & New
role of CDO function (e.g., ‘digital
race’ between CIO and CDO, structure and nature of business-IT
relationships)
Data-driven leadership and control
approaches (e.g., algorithmic
performance management, IT-mediated control of work processes)
Governance of digital value-creation
processes and networks (e.g.,
Industry 4.0 and cyber-physical systems, IT-enabled
product-service systems,
digital platforms and ecosystems, resource sharing, etc.)
Governance of novel work practices (e.g.,
agile software development,
human-robot interaction and collaboration) and sourcing models
(e.g.,
crowdsourcing, multi-sourcing, open-sourcing, and back-sourcing)
Information security governance (e.g.,
cybersecurity frameworks,
standards, and policies for critical infrastructures)
Dark side of digital
strategies/governance, including ethical issues as
well as undesired ecological, economic, and socio-emotional
side-effects
(e.g., technostress)
Critical reflections on IS strategy and
governance in the digital age
(e.g., truly ‘new’ features and challenges of digitalization,
links to
traditional research streams)
Novel theoretical perspectives and
research approaches that broaden, or
challenge, our understanding of IS strategy and governance in the
digital
age.
REFERENCES
Fitzgerald, M., Kruschwitz, N., Bonnet,
D., and Welch, M. (2013) “Embracing
Digital Technology,” MIT Sloan Management Review.
Legner, C., Eymann, T., Hess, T., Matt,
C., Böhmann, T., Drews, P.,
Maedche, A., Urbach, N., and Ahlemann F. (2017) “Digitalization:
Opportunity
and Challenge for the Business and Information Systems Engineering
Community,” Business & Information Systems Engineering, 59(4),
301-308.
Markus, M. L. (2017) “Datification,
Organizational Strategy, and IS
Research: What’s the Score?” Journal of Strategic Information
Systems,
26(3), 233-241.
Newell, S., and Marabelli, M. (2015)
"Strategic Opportunities (and
Challenges) of Algorithmic Decision-Making: A Call for Action on
the
Long-Term Societal Effects of ‘Datification’,” Journal of
Strategic
Information Systems, 24(1), 3-14.
Schneider, S., and Sunyaev, A. (2016)
“Determinant Factors of
Cloud-Sourcing Decisions: Reflecting on the IT Outsourcing
Literature in the
Era of Cloud Computing,” Journal of Information Technology, 31(1),
1-31.
Schor, J. (2014) “Debating the Sharing
Economy,” Journal of Self-Governance
and Management Economics, 4(3), 1-13.
Tarafdar, M., Beath, C., and Ross, J.
(2017) “Enterprise Cognitive
Computing Applications: Opportunities and Challenges,” IT
Professional,
19(4), 2-8.
Urbach, N., Drews, P., and Ross, J. (2017)
“Digital Business Transformation
and the Changing Role of the IT Function,” MIS Quarterly
Executive, 16(2),
ii-iv.
Wiener, M., Mähring, M., Remus, U., and
Saunders, C. (2016) “Control
Configuration and Control Enactment in Information Systems
Projects: Review
and Expanded Theoretical Framework,” MIS Quarterly, 40(3),
741-774.
PUBLISHING OPPORTUNITIES
Authors of excellent papers will be invited to submit a
revised/extended
version of their paper to the Information Systems Journal (ISJ).
For further
information on the ISJ, please go to:
http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1365-2575.
Track chairs
would be happy to work with the authors to guide them for ISJ
submission.
IMPORTANT DATES
Opening of Paper Submission System: October 6, 2018
Paper Submission Deadline: November 27, 2018
Notification of acceptance: February 28, 2019
ASSOCIATE EDITORS
Frederik Ahlemann, University of Duisburg-Essen, Germany
Daniel Beimborn, University of Bamberg, Germany
Shalini Chandra, SP Jain School of Global Management, Singapore
Crispin Coombs, Loughborough University, UK
Alec W. Cram, Bentley University, USA
Andreas Drechsler, Victoria University of Wellington, New Zealand
Thomas Kude, ESSEC Business School, France
Christine Legner, University of Lausanne, Switzerland
Magnus Mähring, Stockholm School of Economics, Sweden
Marco Marabelli, Bentley University, USA
Ulrich Remus, University of Innsbruck, Austria
Carol Saunders, University of South Florida, USA
Till Winkler, Copenhagen Business School, Denmark
Ruilin Zhu, Lancaster University, UK
Thank you for your interest in rethinking IS strategy and
governance in the
digital age. We are looking forward to your contributions and
seeing you in
Stockholm/Uppsala!
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