Practice-based IS Research

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    Industry Best Practices for Corporate Open Sourcing
    ( 2020-01-07) Harutyunyan, Nikolay ; Riehle, Dirk ; Sathya, Gayathery
    Companies usually don’t share the source code for the software they develop. While this approach is justified in software that constitutes differentiating intellectual property, proprietary development can lead to redundant development and other opportunity costs. In response, companies are increasingly open sourcing some if not all of their non-differentiating software. Given the limited academic research on this emerging topic, we bridge the gap between industry and academia by taking a practice-based approach. We investigate why and how companies engage in corporate open sourcing. We take an exploratory case study approach. Our cases are four companies with multibillion-dollar revenues each: A major e-commerce company based in Germany; a leading social networking service company based in the USA; a cloud computing software company based in the USA; and a manufacturing and media software company based in the USA. We present the resulting theory in an actionable format of state-of-the-art best practice patterns.
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    Empirical Results on the Collaboration Between Enterprise Architecture and Data Protection Management during the Implementation of the GDPR
    ( 2020-01-07) Huth, Dominik ; Burmeister, Fabian ; Matthes, Florian ; Schirmer, Ingrid
    The General Data Protection Regulation (GDPR) forces data protection management experts in companies worldwide to provide in-depth documentation and ensure GDPR-compliant data processing. Enterprise architecture management (EAM) provides a theoretical and methodical framework to address the multitude of concerns that arise from regulatory requirements. In this work, we report results from 24 qualitative interviews with 29 enterprise architects on how EAM supported the work of data protection management experts. We derive a conceptual framework with four different levels of EA support for Data Protection Management, and discuss EAM prerequisites for each level.
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    Design Dimensions for Enterprise-Wide Data Management: A Chief Data Officer’s Journey
    ( 2020-01-07) Schilling, Raphael ; Aier, Stephan ; Winter, Robert ; Haki, Kazem
    To unlock additional business value, most enterprises are intensifying their enterprise-wide data management. In the case of the globally operating bank, we base this article on, a Chief Data Officer (CDO) organization is established for providing data governance and, in a second step, pushing data driven innovation forward. As many employees of the bank were not yet familiar with (or did not acknowledge) the need for enterprise-wide data management, this evolution exhibits characteristics of an organizational learning process. CDOs may want to actively steer this learning process by purposefully designing and adjusting their data management approach over time. Based on the major controversies the CDO has been confronted with, we propose four design dimensions for enterprise-wide data management and discuss the considerations for their configuration: (I) objective, (II) governance, (III) organization of data analytics, and (IV) expertise.
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    Towards Intelligent Chatbots for Customer Care - Practice-Based Requirements for a Research Agenda
    ( 2020-01-07) Corea, Carl ; Delfmann, Patrick ; Nagel, Sabine
    Chatbots bare a great potential to save efforts and costs in customer care through service automation. Current results are however still at an early stage in functionality and not widely attainable. Here, developing a new form of intelligent chatbots is a current challenge still under review. While there have been numerous proposals for future work, virtually all agenda-setting contributions are solely based on scientific literature. This is unsatisfactory from both an academic and practical perspective, as the industrial view on the future of chatbots seems to be neglected. Therefore, this work explores how professional experts see the future of intelligent chatbots for customer care and suggests how practice can guide research based on an expert panel with 17 industrial partners. Our work identifies research opportunities based on the demands and views of key practitioners by pin-pointing expected trends. Furthermore, based on the expert opinions, we derive guidelines for organizations which state key factors that should be considered in the development or adoption of chatbots in customer care.
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    Overcoming Organizational Obstacles to Artificial Intelligence Value Creation: Propositions for Research
    ( 2020-01-07) Someh, Ida ; Wixom, Barbara ; Zutavern, Angela
    Artificial intelligence (AI) is the next technology revolution, and one which offers huge potential benefits for companies around the world. In fact, companies that learn how to use AI effectively will be positioned to maximize value creation using data in the emerging algorithmic economy. Uptake of AI has been limited, however, and there are mounting concerns associated with AI use. This paper explores what companies need to better understand about AI so they can make the most of this transformational technology. The paper develops a research framework and an associated research agenda intended to motivate practice-based research that will help organizations overcome obstacles for AI value creation.
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    Innovation Contests: How to Design for Successful Idea Selection
    ( 2020-01-07) Sarigianni, Christina ; Banken, Victoria ; Santiago Walser, Renata ; Wibmer, Arnold ; Wiedmann, Frederik ; Seeber, Isabella
    Innovation contests provide several benefits, but many organizations struggle with managing emergent challenges that occur during the idea selection process. This paper builds on qualitative interviews, where practitioners shared their experiences with managing innovation contests. Across the 13 contest domains studied in 31 cases, we identified five frequently occurring contest goals: (1) promote entrepreneurship, (2) collect innovative ideas, (3) elevate awareness, (4) explore market opportunities, and (5) find talent that influence the design of the selection process. Moreover, for five common emergent challenges we identified how practitioners apply manual and IT-enabled coping strategies, which can be associated with three design elements, i.e., the (1) ideas for the innovation, the (2) raters of the ideas, and the (3) duration of the selection process. These findings are summarized in a guiding framework that helps practitioners design, navigate, and manage the complex process of idea selection.
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    The Whole is Greater than the Sum of its Parts – Synergies between Non-Digital and Digital Business Models within Companies
    ( 2020-01-07) Toutaoui, Jonas ; Benlian, Alexander
    Digital transformation is increasingly becoming a major concern for established companies. Part of the digital transformation is often the creation of new business models based on digital technologies, which do not replace the established business model but act as additional source of revenue. Two concurrent business models within one company creates the opportunity of synergies between these business models. However, knowledge on interactions between two business models, specifically digital and non-digital, remains in an embryonic stage. This multi-case study, based on companies from various industries and size, addresses this shortcoming. Following the business model canvas and the theories of resource relatedness and complementarity, we show how both business models can propel each other thanks to value and cost synergies between them. Finally, we offer rich insights for practitioners on what type of synergies they can benefit from and present guidelines they can use to identify and unlock these synergies.
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    Platformization and Internationalization in the LEGO Group
    ( 2020-01-07) Törmer, Robert Lorenz ; Henningsson, Stefan
    Internationalization, to expand a firms territorial footprint, is an important but difficult strategic act for a growing business. Simultaneously, digital technologies are increasingly shaping businesses world-wide and by implication also their internationalization activities as well as strategies. Using experiences from the LEGO Group, the toy-manufacturer well-known for its iconic modular bricks concept, we explain how the transformation of the Information Systems (IS) landscape towards a platform architecture is a key enabler for internationalization. Platformization of the IS landscape contributes to mitigate the issues of psychic distance that needs to be overcome when expanding internationally. Based on the insights gained from the LEGO Group, we provide lessons learned for CIO’s when enabling an internationalization strategy.
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    Digital Value-Added Services: Recommendations for Early Development
    ( 2020-01-07) Matt, Christian ; Huppatz, Markus ; Dowling, Michael ; Hess, Thomas
    Digital value-added services (DVAS) represent a major opportunity for firms to create additional value for customers and differentiate themselves from competitors. However, many firms are struggling with how to develop DVAS. They often hire specialized innovation consulting firms to do this job but we know little about their secrets of success. To shed more light on the topic, we collected best practices along the critical first steps of DVAS development and derived six recommendations that can help firms increase their success rates. We provide insights, particularly concerning underlying organizational processes, the conception of ideas and the integration of customers.
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    Introduction to the Minitrack on Practice-based IS Research
    ( 2020-01-07) Piccoli, Gabriele ; Milovich, Michael ; Gonzalez, Ester ; Kettinger, Bill