Thursday, October 22, 2015

The Digital Innovation of everyday things: New, Copy, Paste, Search, Save, Print, Send, etc.

With the ongoing proliferation and immersion of digital technologies into everything we use, we often wonder how the future of the things we use would look like. While it is not possible to predict this, it is possible to think about it. Chance favors the prepared mind.

Take the digital camera. The way we now go about with taking and sharing pictures is quite different from how it used to be with the film camera. One of the influences has been the information technology, in fact the digital camera probably has more in common with a computer than with a film camera. This also means that a lot of functionality associated with computers has entered the world of digital photography like ‘save,’ ‘copy,’ ‘delete,’ metadata, etc.(and we expect that this functionality works in a way similar to a computer environment, e.g., a perfect copy with one click).

One of the ways of thinking about how digital technologies influence everyday things, may be to apply these notions of computer functionality to them as a thought experiment. For example, what would ‘new’ mean in relation to a digital fridge. I could mean that it registers every new product I put in. Or I may be able to ‘search,’ by asking it if there is any fruit left or how much fruit has been consumed in the last week. I may also be able to ‘save’ so I can see overtime what has been in my fridge.

Tuesday, July 14, 2015

IT Consumerization and its Effects on (Strategic) IT Managment

IT consumerization is both a major opportunity and significant challenge for organizations. However, IS research has hardly discussed the implications for IT management so far. In this paper we address this topic by empirically identifying organizational themes for IT consumerization and conceptually exploring the direct and indirect effects on the business value of IT, IT capabilities, and the IT function.

More specifically, based on two case studies, we identify eight organizational themes: consumer IT strategy, policy development and responsibilities, consideration of private life of employees, user involvement into IT-related processes, individualization, updated IT infrastructure, end user support, and data and system security.

The contributions of this paper are (1) the identification of organizational themes for IT consumerization, (2) the proposed effects on the business value of IT, IT capabilities and the IT function, and (3) combining empirical insights into IT consumerization with managerial theories in the IS discipline.

See here for more information.

Saturday, February 07, 2015

A Critical Realist Perspective of Enterprise Architecture Evolution: Conditioning and Outcomes

This paper investigates how Enterprise Architecture (EA) evolves due to emerging trends. It specifically explores how EA integrates the Service-oriented Architecture (SOA). Archer’s Morphogenetic theory is used as an analytical approach to distinguish the architectural conditions under which SOA is introduced, to study the relationships between these conditions and SOA introduction, and to reflect on EA evolution (elaborations) that then take place.  

The paper focuses on reasons for why EA evolution could take place, or not and what architectural changes could happen due to SOA integration. The research builds on sound theoretical foundations to discuss EA evolution in a field that often lacks a solid theoretical groundwork. Specifically, it proposes that critical realism, using the morphogenetic theory, can provide a useful theoretical foundation to study enterprise architecture (EA) evolution. The initial results of a literature review (a-priori model) were extended using explorative interviews. 

The findings of this study are threefold. First, there are five different levels of EA-SOA integration outcomes. Second, a mature EA, flexible and well-defined EA framework and comprehensive objectives of EA improve the integration outcomes. Third, the analytical separation using Archer’s theory is helpful in order to understand how these different integration outcomes are generated.

See here for more information.

Wednesday, November 26, 2014

Small and Medium Enterprises using Software as a Service: Exploring the different roles of intermediaries

Software as a Service (SaaS) can provide significant benefits to small and medium enterprises (SMEs) due to advantages like ease of access, 7*24 availability, and utility pricing. However, underlying the SaaS delivery model is often the assumption that SMEs will directly interact with the SaaS vendor and use a self-service approach. In practice, we see the rise of SaaS intermediaries who can support SMEs with sourcing and leveraging SaaS. 

This paper reports on the roles of intermediaries and how they support SMEs with using SaaS. We conducted an empirical study of two SaaS intermediaries and analysed their business models, in particular their value propositions. We identified orientation (technology or customer) and alignment (operational or strategic) as themes for understanding their roles. 

The contributions of this paper include: (1) the identification and description of SaaS intermediaries for SMEs based on an empirical study and (2) understanding the different roles of SaaS intermediaries, in particular a more basic role based on technology orientation and operational alignment and a more value adding role based on customer orientation and strategic alignment. We propose that SaaS intermediaries can address SaaS adoption and implementation challenges of SMEs by playing a basic role and can also aim to support SMEs in creating business value with SaaS based solutions by playing an added value role.

See here for more information.

Tuesday, August 19, 2014

Conceptualising Business Models: Definitions, Frameworks and Classifications

The business model concept is gaining traction in different disciplines but is still criticized for being fuzzy and vague and lacking consensus on its definition and compositional elements. In this paper we set out to advance our understanding of the business model concept by addressing three areas of foundational research: business model definitions, business model elements, and business model archetypes. 

We define a business model as a representation of the value logic of an organization in terms of how it creates and captures customer value. This abstract and generic definition is made more specific and operational by the compositional elements that need to address the customer, value proposition, organizational architecture (firm and network level) and economics dimensions. Business model archetypes complement the definition and elements by providing a more concrete and empirical understanding of the business model concept. 

The main contributions of this paper are (1) explicitly including the customer value concept in the business model definition and focusing on value creation, (2) presenting four core dimensions that business model elements need to cover, (3) arguing for flexibility by adapting and extending business model elements to cater for different purposes and contexts (e.g. technology, innovation, strategy) (4) stressing a more systematic approach to business model archetypes by using business model elements for their description, and (5) suggesting to use business model archetype research for the empirical exploration and testing of business model elements and their relationships.

See here for more information.

Wednesday, May 21, 2014

Exploring Shared Services from an IS Perspective: A Literature Review and Research Agenda

Shared services have gained significance as an organizational arrangement, in particular for support functions, to reduce costs, increase quality, and create new capabilities. The information systems (IS) function is amenable to sharing arrangements and information systems can enable sharing in other functional areas. However, despite being a promising area for IS research, literature on shared services in the IS discipline is scarce and scattered. There is still little consensus on what shared services is. Moreover, a thorough understanding of why shared services are adopted, who are involved, and how things are shared is lacking. 

In this article, we set out to progress IS research on shared services by establishing a common ground for future research and proposing a research agenda to shape the field based on an analysis of the IS literature. We present a holistic and inclusive definition, discuss the primacy of economic-strategic objectives so far, and introduce conceptual frameworks for stakeholders and the notion of sharing. We also provide an overview of the theories and research methods applied. We propose a research agenda that addresses fundamental issues related to objectives, stakeholders, and the notion of sharing to lay the foundation for taking IS research on shared services forward.

See here for more information.

Wednesday, January 29, 2014

One-Stop Government Portals: Transformation or Navigation

E-government is seen as a promising approach for governments to improve their service towards citizens and become more cost-efficient in service delivery. This is often combined with one-stop government, which is a citizen-oriented approach stressing integrated provision of services from multiple departments via a single access point, the one-stop government portal. While the portal concept is gaining prominence in practice, there is little known about its status in academic literature. This hinders academics in building an accumulated body of knowledge around the concept and makes it hard for practitioners to access relevant academic insights on the topic. The objective of this study is to identify and understand the key themes of the one-stop government portal concept in academic, e-government research. A holistic analysis is provided by addressing different viewpoints: social-political, legal, organizational, user, security, service, data and information, and technical. As an overall finding, the authors conclude that there are two different approaches: a more pragmatic approach focuses on quick wins in particular related to usability and navigation and a more ambitious, transformational approach having far reaching social-political, legal, and organizational implications.

See here for more information.