-------- Weitergeleitete Nachricht -------- 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

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)

******************************** 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

******************************** 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 Moore’s 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.

******************************** 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

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

********************************

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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