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CALL FOR PAPERS
28th European Conference on Information Systems (ECIS 2020)
Track #24: Rethinking IS Strategy and Governance in the Digital
Age
June 15-17, 2020, Marrakech, Morocco
(
https://ecis2020.ma/ecis-2020-tracks/)
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TRACK CHAIRS
Martin Wiener, Bentley University, USA,
mwiener@bentley.edu
(corresponding track chair)
Nils Urbach, University of Bayreuth, Germany,
mailto:nils.urbach@uni-bayreuth.de Ulrich Remus, University of
Innsbruck, Austria,
mailto:ulrich.remus@uibk.ac.at
DESCRIPTION
In the digital age, innovative technologies influence and change
established work processes, products, services, and business
models 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. 2014). To
succeed in this highly competitive and dynamic environment,
organizations must unfold the potential of advanced 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 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 their organization's value proposition (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., IT consumerization, 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 and gig economy platforms 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 also highlight the need for data and
process governance (Tarafdar et al. 2017). At the same time, in
organizations where more 'traditional' technologies and work
arrangements are still dominant, IS strategy and governance
challenges remain highly complex and important (Wiener et al.
2016).
The objectives of the proposed track are two-fold. First, from a
scholarly research perspective, the objective is to foster and
promote novel concepts and theories on IS strategy and governance,
with a particular focus on the manifold opportunities and
challenges associated with the pervasive digitalization of
business and society. Second, the track aims at offering insights
that enable IS practitioners to leverage emerging digital
technologies, to 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, ecosystem, 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 "Liberty, Equality, and
Fraternity in a Digitizing World" by relating IS strategy and
governance topics to social challenges and opportunities emerging
from the digital era.
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 coexisting 'brick and mortar' 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
management of work processes, technology-mediated control)
* Governance of digital value-creation processes and networks
(e.g., digital platforms and ecosystems, Industry 4.0 and
cyber-physical systems, IT consumerization, IT-enabled
product-service systems, 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., & Welch, M.
(2014) "Embracing Digital Technology: A New Strategic Imperative,"
MIT Sloan Management Review, 55(2), 1-12.
* Legner, C., Eymann, T., Hess, T., Matt, C., Böhmann, T., Drews,
P., Maedche, A., Urbach, N., & 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., & 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., & 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., & Ross, J. (2017) "Enterprise
Cognitive Computing Applications: Opportunities and Challenges,"
IT Professional, 19(4), 2-8.
* Urbach, N., Drews, P., & 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., & 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:
https://onlinelibrary.wiley.com/journal/13652575. Track chairs
would be happy to work with the authors to guide them for ISJ
submission.
IMPORTANT DATES
Paper Submission Deadline: November 29, 2019
ASSOCIATE EDITORS
Frederik Ahlemann, University of Duisburg-Essen, Germany
Daniel Beimborn, University of Bamberg, Germany
Edward W. N. Bernroider, Vienna University of Economics and
Business, Austria Arne Buchwald, EBS Business School, Germany
Bendik Bygstad, University of Oslo, Norway
Suranjan Chakraborty, Towson University, USA
Alec W. Cram, University of Waterloo, Canada
Andreas Drechsler, Victoria University of Wellington, New Zealand
Paul Drews, University of Lüneburg, Germany
Robert Gregory, University of Virginia, USA
Stefan Henningsson, Copenhagen Business School, Denmark
Thomas Huber, ESSEC Business School, France
Robert Keller, University of Bayreuth, Germany
Oliver Krancher, IT University of Copenhagen, Germany
Thomas Kude, ESSEC Business School, France
Christine Legner, University of Lausanne, Switzerland
Magnus Mähring, Stockholm School of Economics, Sweden
Marco Marabelli, Bentley University, USA
Jeffrey Proudfoot, Bentley University, USA
Christoph Rosenkranz, University of Cologne, Germany
Harminder Singh, Auckland University of Technology, New Zealand
Susanne Strahringer, TU Dresden, Germany
Stephen Wingreen, University of Canterbury, New Zealand
Till Winkler, Copenhagen Business School, Denmark
Ruilin Zhu, Lancaster University, UK
Angelika Zimmermann, Loughborough 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 Marrakech!
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