Practice-based IS Research
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ItemA Practitioners’ Point Of View On How Digital Innovation Will Shape The Future Of Business Process Management: Towards A Research Agenda( 2019-01-08)While the benefits of digital innovation are compelling (e.g. economic growth and productivity), the often disruptive and unpredictable character of new IT gives us food for thought on how digital innovation can be applied to an organization’s business processes. Since the link between Business Process Management (BPM) and digital innovation is still under-investigated, this article helps advancing the field by exploring how practitioners see the future of BPM evolve in a digital economy. Based on an expert panel of 19 West-European managers and consultants, we identified seven expected trends in BPM practices affected by digital innovation. Research opportunities are derived from these trends and attributed to the research traditions within the BPM discipline. The resulting research agenda can be an input for academics and, based on their research, provide beneficial aspects for industry. Moreover, this article sensitizes business executives to potential investments and practical challenges of digitalization in the workplace.
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ItemManaging the Digital Knowledge Work with the Social Media Business Value Compass( 2019-01-08)Companies are increasingly adopting social platforms for supporting their digital workforce, which is more and more virtual or dispersed in cross-functional teams across different locations. Supporting the social processes (communication and collaboration between employees) become an essential task associated with the future of the work. Organizations need reliable measures to understand social platform usage, their effect on knowledge work and ultimately to increase the derived business value. Understanding how to assess the perceived business value would help managers to optimize the usage and increase the impact of digital social platforms at work. This paper proposes the social media business value compass as a tool that enables managers to assess the perceived business value derived from the usage of enterprise social platforms. It classifies the business value along four dimensions: efficiency, innovation, retention and transparency. Using the social media business value compass, managers can redefine and orient their digital strategy.
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ItemA Return on Our Experience of Using Services as a Unifying Concept for Business and IT Alignment in a University( 2019-01-08)We describe the use of the concept of service for aligning the business activities of an organization and its IT resources. This work is set in the context of a longitudinal action-research project between our research unit and our university's IT department. We use one concrete and real example to illustrate the many projects we worked on. The research outcomes of this collaboration are two business/IT alignment and architecture recommendations that are relevant for practitioners.
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ItemProduct Uncertainty in Online Markets: The Influence of Situational Factors and Individual Characteristics on Purchase Decision Reversal( 2019-01-08)E-commerce has traditionally suffered from significantly higher product return rates than offline retail (30 % online vs. 10 % offline). Product uncertainty at the time of purchase has been identified as one of the key drivers of purchase decision reversals in online markets. In this study we analyze the impact of situational factors (1. Purchase channel choice, 2. Time pressure) and individual differences on product uncertainty and purchase decision reversal. Following the conceptualization of product uncertainty by Hong and Pavlou (2014), we distinguish between product fit uncertainty and product quality uncertainty. To test our hypotheses, we employ a large-scale empirical analysis based on panel data from a large European online fashion retailer. We find that product fit uncertainty is higher for mobile channel users, which is attenuated by prior brand experience. Time pressure leads to lower return rates despite higher product uncertainty.
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ItemArtificial Intelligence for the Financial Services Industry: What Challenges Organizations to Succeed( 2019-01-08)As a research field, artificial intelligence (AI) exists for several years. More recently, technological breakthroughs, coupled with the fast availability of data, have brought AI closer to commercial use. Internet giants such as Google, Amazon, Apple or Facebook invest significantly into AI, thereby underlining its relevance for business models worldwide. For the highly data driven finance industry, AI is of intensive interest within pilot projects, still, few AI applications have been implemented so far. This study analyzes drivers and inhibitors of a successful AI application in the finance industry based on panel data comprising 22 semi-structured interviews with experts in AI in finance. As theoretical lens, we structured our results using the TOE framework. Guidelines for applying AI successfully reveal AI-specific role models and process competencies as crucial, before trained algorithms will have reached a quality level on which AI applications will operate without human intervention and moral concerns.
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ItemFor What Technology Can’t Fix: Building a Model of Organizational Cybersecurity Culture( 2019-01-08)Organizational cybersecurity requires more than just the latest technology. To secure an organization, all members of the organization must act to reduce risk. Leaders have a special responsibility to understand, shape and align the beliefs, values, and attitudes of the entire organization with overall security goals. Managers need practical solutions for dealing with the human side of cybersecurity. The model presented in this paper describes organizational cybersecurity culture, the factors that contribute to its creation, and how it can be measured. A case study of a “culture of data protection” created by leaders at financial services firm Liberty Mutual illustrates these factors to help managers understand and apply recommendations to create a more mature cyber security culture in their organization.
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ItemMission Impossible? Exploring the Limits of Managing Large IT Projects and Ways to Cross the Line( 2019-01-08)For decades much effort has been made to improve project management capabilities. Still, the failure rate remains high, especially for large IT projects. Our postmortem analysis of 15 large IT projects of the Swiss Federal Administration, with an accumulated loss of one billion U.S. dollars, shows that while project management deficits account for some of the failures, project failure is primarily caused by poor project governance capabilities. Based on insights gained from the initial failure analysis, the Swiss Federal Government decided to assess all its large IT projects based on our co-designed framework. Meanwhile, also private companies have assessed IT projects applying our framework. As a consequence, valuable discussions and measures have been initiated and sporadically projects were stopped. The data gained by these assessments will allow to identify patterns that promise to be a reference for governance actors and bodies what information to ask for, when to intervene, and how.
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