@article{KlotzWestnerStrahringer, author = {Klotz, Stefan and Westner, Markus and Strahringer, Susanne}, title = {Critical Success Factors of Business-managed IT: It Takes Two to Tango}, series = {Information Systems Management}, volume = {39}, journal = {Information Systems Management}, number = {3}, publisher = {Taylor\&Francis}, doi = {10.1080/10580530.2021.1938300}, pages = {220 -- 240}, abstract = {This paper identifies critical success factors of Business-managed IT based on case study results. Four groups of critical success factors emerge: (1) general approach to Business-managed IT/Business-managed IT strategy, (2) Business-managed IT project prerequisites/Business-managed IT team, (3) Business-managed IT project execution and outcome, and (4) information technology management for Business-managed IT. The results suggest that bilateral responsibility between the business unit and the IT organization is the most favorable governance option for Business-managed IT.}, subject = {Betriebliches Informationssystem}, language = {en} } @article{vonBaryWestnerStrahringer, author = {von Bary, Benedikt and Westner, Markus and Strahringer, Susanne}, title = {IT-Backsourcing}, series = {HMD Praxis der Wirtschaftsinformatik}, volume = {57}, journal = {HMD Praxis der Wirtschaftsinformatik}, number = {4}, publisher = {Springer}, doi = {10.1365/s40702-020-00591-1}, pages = {849 -- 865}, abstract = {IT-Backsourcing bezeichnet die Re-Integration vormals outgesourcter IT-Services zur{\"u}ck zum auslagernden Unternehmen. Die vorliegende Studie stellt die Ergebnisse einer Umfrage unter IT-Managern zu Einflussfaktoren von IT-Backsourcing-Entscheidungen vor. Es l{\"a}sst sich feststellen, dass IT-Backsourcing von Unternehmen in unterschiedlichen Branchen und f{\"u}r eine Vielzahl an unterschiedlichen IT-Services, wie z. B. Applikationsentwicklung oder Infrastruktur-Leistungen, durchgef{\"u}hrt wird. Hauptgr{\"u}nde f{\"u}r die Entscheidung f{\"u}r ein IT-Backsourcing sind mangelnde Qualit{\"a}t, hohe Kosten sowie eine schlechte Beziehung zum IT-Dienstleister. Die Ergebnisse der Umfrage zeigen, dass diejenigen Unternehmen, die sich f{\"u}r ein Backsourcing entschieden haben, nach der Entscheidung insgesamt zufriedener waren als diejenigen, die in einer Outsourcing-Beziehung geblieben sind. Zudem werden verschiedene Handlungsempfehlungen f{\"u}r IT-Manager aufgezeigt. Zur Ausarbeitung einer zukunftsorientieren IT-Sourcing-Strategie empfiehlt es sich, eine service-spezifische Sourcing-Strategie zu verfolgen und entsprechend spezialisierte Dienstleister einzusetzen. Im Falle einer Entscheidung f{\"u}r ein IT-Backsourcing sollten verschiedene Erfolgsfaktoren beachtetet werden, wie z. B. eine fr{\"u}hzeitige Neubesetzung von Schl{\"u}sselstellen sowie ein l{\"u}ckenloser Wissenstransfer.}, subject = {Betriebliches Informationssystem}, language = {de} } @article{WeikmannLaubmeierHerrmann, author = {Weikmann, Benjamin and Laubmeier, Franz and Herrmann, Frank}, title = {Erweiterung des Workflow-Moduls des ERP-Systems FactWork um M{\"o}glichkeiten zur Benutzerinteraktion}, series = {Anwendungen und Konzepte der Wirtschaftsinformatik}, journal = {Anwendungen und Konzepte der Wirtschaftsinformatik}, number = {7}, publisher = {AKWI}, doi = {10.26034/lu.akwi.2018.3212}, url = {http://nbn-resolving.de/urn:nbn:de:bvb:898-opus4-1858}, pages = {19 -- 31}, abstract = {Durch Workflow-Systeme computergest{\"u}tzt abgewickelte Gesch{\"a}ftsprozesse ben{\"o}tigen neben den Aktivit{\"a}ten, die sie komplett automatisiert ausf{\"u}hren k{\"o}nnen, von Zeit zu Zeit Feedback durch einen oder mehrere Benutzer. Dazu muss es geeignete Formen der Kommunikation und Interaktion der Workflow-Engine mit dem Benutzer geben. Der folgende Artikel beschreibt die Erweiterung des bestehenden Workflow-Moduls eines Enterprise Resource Planning (ERP)-Systems, welches um solche F{\"a}higkeiten erg{\"a}nzt wird.}, subject = {Betriebliches Informationssystem}, language = {de} } @inproceedings{BaryWestnerStrahringer, author = {Bary, Benedikt von and Westner, Markus and Strahringer, Susanne}, title = {Do researchers investigate what practitioners deem relevant?}, series = {Proceedings of the 20th IEEE International Conference on Business Informatics (IEEE CBI 2018): Vienna, Austria, 11-14 July}, booktitle = {Proceedings of the 20th IEEE International Conference on Business Informatics (IEEE CBI 2018): Vienna, Austria, 11-14 July}, doi = {10.1109/CBI.2018.00014}, pages = {40 -- 49}, abstract = {There is a common understanding amongst academics that information systems (IS) research sometimes has limited relevance for practitioners. This can be explained by the fact that research lags behind the fast moving IS environment, has limited practical applicability and is hard to access. We have focused on the research area of IS backsourcing, and analyzed practitioner literature to increase our understanding of topics of interest for practitioners, to determine a potential gap between academic and practitioner literature, and to identify future research directions in this field. We observed that most publications are either news or background articles, focusing on describing backsourcing cases. Additionally, we identified four recurring themes, namely reasons for backsourcing, presentation of survey results, discussion of industry trends, and backsourcing success stories. The main reasons identified to trigger backsourcing decisions are cost savings, quality improvements, and increasing control and flexibility. By comparing our findings with academic literature on IS backsourcing, we conclude that generally both literature types cover similar topics. However, researchers have a more formulative or interpretive focus than the often descriptive practitioner literature. Academic literature also examines a broader range of topics, while practitioner literature has a narrower focus. Additionally, we observe one difference regarding applied terminology: while researchers employ the term backsourcing, practitioners mostly use back in-house or insourcing. Our paper contributes to facilitating the exchange between academics and practitioners, presents topics to consider when aiming to increase practical relevance and provides researchers with concrete directions for future research within the field of IS backsourcing.}, subject = {Betriebliches Informationssystem}, language = {en} } @article{KobusWestnerStrahringer, author = {Kobus, J{\"o}rn and Westner, Markus and Strahringer, Susanne}, title = {Einf{\"u}hrung von Lean Management in IT-Organisationen}, series = {HMD Praxis der Wirtschaftsinformatik}, volume = {53}, journal = {HMD Praxis der Wirtschaftsinformatik}, number = {6}, pages = {879 -- 893}, abstract = {In der Produktion gilt „Lean Management" als einer der de-facto Standardmanagementans{\"a}tze. Lean Management in IT-Organisationen (Lean IT) ist dahingegen in der Praxis weniger verbreitet und in der Wissenschaft kaum erforscht. Dieser Beitrag aggregiert und erweitert die Ergebnisse mehrerer Forschungsarbeiten. Dabei werden vorrangig zwei Aspekte diskutiert: (1) Ein m{\"o}gliches Einf{\"u}hrungsmodell f{\"u}r Lean IT. Dieses verkn{\"u}pft f{\"u}nf Rollen (Sponsor, Programmleiter, Navigator, Linienf{\"u}hrungskraft und Linienexperte) mit vier Phasen (Vorbereitung, Analyse, Gestaltung und Implementierung). (2) Besondere Herausforderungen f{\"u}r Linienf{\"u}hrungskr{\"a}fte, die aufgrund der „bottom up"-Ausrichtung bei Lean-IT-Einf{\"u}hrungen stark gefordert werden. Neben einer klaren Vision f{\"u}r die Organisationseinheit und dem Verst{\"a}ndnis, an welcher Stelle Lean IT die Organisationseinheit konkret unterst{\"u}tzen kann, ben{\"o}tigen sie Offenheit, Ver{\"a}nderungswillen und die Bereitschaft Verantwortung an Mitarbeiter zu delegieren. Außerdem sollten sie {\"u}ber ein ausreichendes Zeitbudget f{\"u}r die Einf{\"u}hrung verf{\"u}gen, um ihrer gestaltenden und qualit{\"a}tssichernden Funktion nachkommen zu k{\"o}nnen.}, subject = {Betriebliches Informationssystem}, language = {de} } @article{KobusWestnerStrahringer, author = {Kobus, J{\"o}rn and Westner, Markus and Strahringer, Susanne}, title = {Change management lessons learned for Lean IT implementations}, series = {International Journal of Information Systems and Project Management}, volume = {5}, journal = {International Journal of Information Systems and Project Management}, number = {1}, pages = {47 -- 60}, abstract = {Lean Management is a standard production mode that has been familiar to production organizations for several decades. To date, however, academic literature has presented surprisingly little information about the application of Lean Management in Information Technology (IT) organizations, or what is called Lean IT. Drawing upon an empirical qualitative case study of the IT departments of two multinational companies, in this paper we identify change management lessons learned for Lean IT implementations, as well as seven characteristics of a corresponding change management approach. As an extension of our work, researchers should validate and expand our initial findings, preferably in a quantitative setting.}, subject = {Betriebliches Informationssystem}, language = {en} } @article{BaryWestner, author = {Bary, Benedikt von and Westner, Markus}, title = {Information Systems Backsourcing}, series = {Journal of Information Technology Management}, volume = {29}, journal = {Journal of Information Technology Management}, number = {1}, publisher = {University of Tehran}, pages = {62 -- 78}, abstract = {Information systems backsourcing describes the transferof previously outsourced activities, assets, or personnel back to the originating companyto regain ownership and control. While there is much research on information systems outsourcing, the topic of backsourcing information systemsis still an emerging research area. Therefore, ourpaper aims to explore and synthesizethe existing literature on information systemsbacksourcing, since there is no exhaustiveliteraturereview of the state of the research to our knowledge available yet. In this paper, wecreate a framework to structure the existing research along the overallbacksourcing process. We identifydifferent motivators, such asexpectation gaps, orinternal and external organizational changes, leading towards a backsourcing decision, and factors positively or negatively influencing this decision. Additionally, we derive implementation success factors based on the existing literature to guide companies through the backsourcing process.We also differentiate the term backsourcing from related, sometimes synonymously used terms, by emphasizing the change of ownership back to the company of originas the main criterion.Additionally, we discuss opportunities for future research in the field of information systems backsourcing.}, subject = {Betriebliches Informationssystem}, language = {en} } @article{KlotzKopperWestneretal., author = {Klotz, Stefan and Kopper, Andreas and Westner, Markus and Strahringer, Susanne}, title = {Causing factors, outcomes, and governance of Shadow IT and business-managed IT}, series = {International Journal of Information Systems and Project Management}, volume = {7}, journal = {International Journal of Information Systems and Project Management}, number = {1}, issn = {2182-7796}, doi = {10.12821/ijispm070102}, pages = {15 -- 43}, abstract = {Shadow IT and Business-managed IT describe the autonomous deployment/procurement or management of Information Technology (IT) instances, i.e., software, hardware, or IT services, by business entities. For Shadow IT, this happens covertly, i.e., without alignment with the IT organization; for Business-managed IT this happens overtly, i.e., in alignment with the IT organization or in a split responsibility model. We conduct a systematic literature review and structure the identified research themes in a framework of causing factors, outcomes, and governance. As causing factors, we identify enablers, motivators, and missing barriers. Outcomes can be benefits as well as risks/shortcomings of Shadow IT and Business-managed IT. Concerning governance, we distinguish two subcategories: general governance for Shadow IT and Business-managed IT and instance governance for overt Business-managed IT. Thus, a specific set of governance approaches exists for Business-managed IT that cannot be applied to Shadow IT due to its covert nature. Hence, we extend the existing conceptual understanding and allocate research themes to Shadow IT, Business-managed IT, or both concepts and particularly distinguish the governance of the two concepts. Besides, we find that governance themes have been the primary research focus since 2016, whereas older publications (until 2015) focused on causing factors.}, subject = {Betriebliches Informationssystem}, language = {en} } @article{StrasserWestnerStrahringer, author = {Strasser, Artur and Westner, Markus and Strahringer, Susanne}, title = {Knowledge transfer in IS offshoring}, series = {Journal of Systems and Information Technology}, volume = {21}, journal = {Journal of Systems and Information Technology}, number = {1}, issn = {1328-7265}, url = {http://nbn-resolving.de/urn:nbn:de:bvb:898-opus4-294}, pages = {36 -- 62}, abstract = {Purpose This paper aims to investigate the main tasks, necessary skills, and the implementation of the offshore coordinator's role to facilitate knowledge transfer in information systems (IS) offshoring. Design/methodology/approach This empirical exploratory study uses the classical Delphi method that includes one qualitative and two quantitative rounds to collect data on IS experts' perceptions to seek a consensus among them. Findings The participants agreed, with strong consensus, for a set of 16 tasks and 15 skills. The tasks focused primarily on relationship management and facilitating knowledge transfer on different levels. The set of skills consists of approximately 25 per cent "hard" skills, e.g. professional language skills and project management skills, and approximately 75 per cent "soft" skills, e.g. interpersonal and communication skills and the ability to deal with conflict. Two factors mainly influence implementing the offshore coordinator role: project size and the number of projects to be supported simultaneously. Practical implications The findings provide indications of how to define and fulfill this crucial role in practice to facilitate the knowledge transfer process in a positive way. Originality/value Similarities in previous research findings are aggregated to examine the intermediate role in detail from a consolidated perspective. This results in the first comprehensive set of critical tasks and skills assigned to the competency dimensions of the universal competency framework, demonstrating which and how many competency dimensions are critical.}, subject = {Betriebliches Informationssystem}, language = {en} } @article{BaryWestnerStrahringer, author = {Bary, Benedikt von and Westner, Markus and Strahringer, Susanne}, title = {Adding experts' perceptions to complement existing research on information systems backsourcing}, series = {International Journal of Information Systems and Project Management}, volume = {6}, journal = {International Journal of Information Systems and Project Management}, number = {4}, publisher = {SciKA}, issn = {2182-7788}, doi = {10.12821/ijispm060402}, pages = {17 -- 35}, abstract = {This paper extends the existing literature on information systems (IS) backsourcing by the perception of practitioners. For this purpose, we conducted a series of qualitative, semistructured interviews with IS sourcing experts. The interview questions focused on the participants' perceptions and experiences with the topic, on identifying reasons for and against IS backsourcing, and on revealing relevant trends pertinent to IS backsourcing. We then compared those findings with two previously conducted comprehensive literature reviews on academic and practitioner literature on IS backsourcing. By following this approach, we contribute to the existing research by verifying previous findings, for example, the most important reasons why companies decide in favor of IS backsourcing. Additionally, we were able to enhance previous contributions as we highlight the significance of differentiating between the scope of IS backsourcing by looking at the underlying services which are potentially backsourced. Further, we identified the importance of managers' personal preferences as an additional reason for IS backsourcing, for example, based on personal experiences or a perceived need for change. Based on our findings, we created a comprehensive overview of all aspects connected to the IS backsourcing process and derived opportunities for further research to contribute to the IS backsourcing research agenda.}, subject = {Betriebliches Informationssystem}, language = {en} }