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Radeke F.,Institute of Research on Information Systems IRIS
18th European Conference on Information Systems, ECIS 2010 | Year: 2010

Dynamic phenomena are key concerns of IS researchers. However, the methodological approaches usually selected to investigate IS phenomena often rely on variance theory. Underlying factor models represent a rather static approach to the phenomenon by focusing on independent and dependent variables and explaining the degree of the relationships between them. Process theory has been suggested to overcome this problem. Process theory provides a complementary, dynamic perspective on IS phenomena by explaining how independent and dependent variables are linked in terms of event sequences. Although applying both approaches provides more complete pictures of IS phenomena, a lack of research methods focusing on process theories may hinder this goal. This article seeks to help closing this gap by examining how case research can be applied to develop process theory. We analyzed IS case research as well as process research literature and consolidated inputs from both sources toward a single methodology. The results highlight that the development of process theory benefits from a consistent methodology and quality measures that have been suggested in general case research. However, we also found that each step requires specific consideration of process theory characteristics in order to develop rigorous process theory. Source


Lohe J.,Institute of Research on Information Systems IRIS | Legner C.,University of Lausanne
Information Systems and e-Business Management | Year: 2014

Enterprise architecture management (EAM) is acknowledged as a discipline to drive organizational change, to improve IT landscapes' transparency, and to align business and IT. Despite its increasing popularity in practice, many EAM initiatives are confronted with substantial challenges, as demonstrated by the low usage level of enterprise architecture (EA) documentation and enterprise architects' lack of authority, and often fail. This motivates our research, which aims at developing a design theory that may guide organizations to successfully implement EAM. Based on three field studies, we first analyze the issues that arise when implementing EAM in practice. We find that EAM often suffers from being regarded as a separate and parallel initiative, although it needs to be embedded in established management processes and organization. We then suggest a design theory for architecture-driven IT management (ADRIMA) that synthesizes prescriptive knowledge related to embedding EAM practices, artifacts, and roles in the existing IT management processes and organization. By consolidating both IT management and EAM perspectives, our research goes beyond existing EA literature and EA frameworks which describe EAM as a stand-alone management concept focusing on EA models and the EA life cycle. © 2013 Springer-Verlag Berlin Heidelberg. Source


Hertlein M.,Institute of Research on Information Systems IRIS | Smolnik S.,Institute of Research on Information Systems IRIS
Proceedings of the Annual Hawaii International Conference on System Sciences | Year: 2011

Competence-based learning (CBL) is an appropriate approach to systematically develop dwindling human resources. The close interrelation between the knowledge and competence concepts suggests the conjoint development of knowledge management (KM) and CBL. We specifically focus on the question of how KM can support CBL processes. This article describes the potential synergies, as well as KM instruments that can facilitate the implementation of CBL. In conclusion, we introduce our current research projects and propose a research agenda that address the raised research question. © 2012 IEEE. Source


Lohe J.,Institute of Research on Information Systems IRIS | Legner C.,Institute of Research on Information Systems IRIS
Electronic Markets | Year: 2010

The emergence of the Internet as a global communication infrastructure has dramatically reduced interaction costs within and across organizations, with significant impact on inter-organizational relationships, vertical industry structures, and markets. More recently, service-oriented architectures (SOA) and Web services have introduced the next paradigm shift and foster the idea of dynamic business networks with quick connect and disconnect relationships. However, little research has systematically analyzed how companies leverage SOA to improve their inter-organizational relationships and reshape their business networks. In addition, the mature research stream on inter-organizational information systems (IOS) has not yet sufficiently considered SOA. In order to close this gap, our research seeks to improve the fundamental understanding of how SOA is applied in business networks and how it differs from prior forms of IOS. Using an exploratory research approach, we investigate 33 SOA cases to identify focus areas and patterns of SOA adoption in business networks. Our case analysis builds on a multidimensional classification scheme which we derived from prior literature. While our empirical findings do not confirm all promising propositions related to SOA, they underline the specific contribution of SOA compared to prior forms of IOS. We conclude by suggesting five clusters of SOA adoption in the inter-organizational domain, each of those introducing new aspects in the coordination of distributed business networks. © Institute of Information Management, University of St. Gallen 2010. Source


Buchwald A.,Institute of Research on Information Systems IRIS | Urbach N.,Institute of Research on Information Systems IRIS
International Conference on Information Systems, ICIS 2012 | Year: 2012

From the IT governance point of view, one central project portfolio management task is to ensure that official projects draw upon assigned human resources. However, a common phenomenon is that resources thought to be available often turn out to be actually unavailable. Previous research indicates that numerous unofficial initiatives are a typical cause of this observation. These un-enacted projects are those projects that have not been officially evaluated but do exist although they are not known to a company's project portfolio. The result is that unofficial initiatives compete for scarce resources. Despite these resource issues, previous research has barely investigated unenacted projects. By building on four in-depth case studies, this exploratory study investigates the major drivers of the occurrence of un-enacted projects and their specific characteristics and found a great variety in respect of the type of un-enacted projects and the reasons for them being triggered in organizations. Source

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