@article{BrosigGraeubigStrahringeretal., author = {Brosig, Christoph and Gr{\"a}ubig, Dix M. and Strahringer, Susanne and Westner, Markus}, title = {Prerequisites and Causal Recipes for Manufacturers' IT-Enabled Service Innovation Success}, series = {Communications of the Association for Information Systems}, volume = {55}, journal = {Communications of the Association for Information Systems}, publisher = {Association for Information Systems, AIS}, issn = {1529-3181}, doi = {10.17705/1CAIS.05509}, pages = {205 -- 256}, abstract = {For manufacturing firms, success in innovating IT-enabled services is a critical antecedent to benefit from digital servitization of their business models. Digital servitization literature has explored mechanisms for success in innovating IT-enabled services, indicating that the phenomenon is multifaceted and needs to be explained from multiple theoretical perspectives. We derive a conceptual model for success in innovating IT-enabled services covering its multifaceted nature by referring to knowledge-based and organizational control theory. We test this model using qualitative cases of IT-enabled service innovation initiatives in manufacturing firms and use set-theoretic analyses to account for the multifaceted nature of the phenomenon. The necessary condition analysis yields that a certain degree of service innovation capabilities is a prerequisite for success. With the results of a qualitative comparative analysis, we obtain five solution terms as causal recipes for success in innovating IT-enabled services. Our results contribute to research by offering a theory-based approach that explains the multiplicity of success in IT-enabled service innovation. Practitioners benefit from our results by understanding prerequisites and causal recipes for success while learning from unsuccessful initiatives in innovating IT-enabled services of manufacturing firms. Our study is also an example of how to rigorously calibrate qualitative data using a structured approach.}, language = {en} } @article{KopperFuerstenauZimmermannetal., author = {Kopper, Andreas and F{\"u}rstenau, Daniel and Zimmermann, Stephan and Klotz, Stefan and Rentrop, Christopher and Rothe, Hannes and Strahringer, Susanne and Westner, Markus}, title = {Shadow IT and Business-Managed IT: A Conceptual Framework and Empirical Illustration}, series = {International Journal of IT/Business Alignment and Governance (IJITBAG)}, volume = {9}, journal = {International Journal of IT/Business Alignment and Governance (IJITBAG)}, number = {2}, publisher = {IGI Global}, doi = {10.4018/IJITBAG.2018070104}, pages = {53 -- 71}, abstract = {Research on Shadow IT is facing a conceptual dilemma in cases where previously "covert" systems developed by business entities are integrated in the organizational IT management. These systems become visible, are thus not "in the shadows" anymore, and subsequently do not fit to existing definitions of Shadow IT. Practice shows that some information systems share characteristics of Shadow IT but are created openly in alignment with the IT organization. This paper proposes the term "Business-managed IT" to describe "overt" information systems developed or managed by business entities and distinguishes it from Shadow IT by illustrating case vignettes. Accordingly,our contribution is to suggest a concept and its delineation against other concepts. In this way, IS researchers interested in IT originated from or maintained by business entities can construct theories with a wider scope of application that are at the same time more specific to practical problems. In addition, the terminology allows to value potentially innovative developments by business entities more adequately.}, subject = {Unternehmen}, language = {en} } @article{KaessStrahringerWestner, author = {K{\"a}ss, Sebastian and Strahringer, Susanne and Westner, Markus}, title = {A Multiple Mini Case Study on the Adoption of Low Code Development Platforms in Work Systems}, series = {IEEE Access}, journal = {IEEE Access}, publisher = {IEEE}, issn = {2169-3536}, doi = {10.1109/ACCESS.2023.3325092}, url = {http://nbn-resolving.de/urn:nbn:de:bvb:898-opus4-65634}, pages = {118762 -- 118786}, abstract = {Although adopting Low Code Development Platforms (LCDPs) promises significant efficiency and effectiveness improvements for application development, its adoption still needs further empirical research. This paper uses a combinatorial approach to research LCDP adoption and presents the results of a multiple mini case study with 36 cases on LCDP adoption. A combination of the Socio-Technical Systems theory and the Technology-Organisational-Environment model is used as a theoretical lens. In this paper, we show that LCDP adoption is a multifaceted phenomenon and identify three archetypes for LCDP adoption (i.e., IT Resource Shortage Mitigators, Application Development Democratisers, and Synergy Realisers) and one archetype for LCDP non-adoption (i.e., Intricacy Adversaries). Each archetype can be interpreted as an individual path towards LCDP (non-)adoption. Based on these archetypes, we derive seven starting points for practitioners to adopt LCDPs in work systems. Moreover, by using the theoretical lenses, the paper shows that for an LCDP adoption to occur, an optimisation of the social and technical sub-systems is required.}, language = {en} } @article{KopperKlotzWestneretal., author = {Kopper, Andreas and Klotz, Stefan and Westner, Markus and Strahringer, Susanne}, title = {Shadow IT and Business-managed IT}, series = {Journal of Information Technology Management (JITM)}, volume = {30}, journal = {Journal of Information Technology Management (JITM)}, number = {4}, issn = {1042-1319}, pages = {25}, abstract = {Two concepts describe the autonomous deployment of IT by business entities: Shadow IT and Business-managed IT. Shadow IT is deployed covertly, that is, software, hardware, or IT services created/procured or managed by business entities without alignment with the IT organization. In contrast, Business-managed IT describes the overt deployment of IT, that is, in alignment with the IT organization or in a split responsibility model. The purpose of this paper is to extend the conceptual understanding of Shadow IT and Business-managed IT, comparing the perceptions of 29 CIOs and senior IT managers with the results of a systematic literature review. By doing so, this paper presents a structured and comprehensive view of causing factors, outcomes, and governance of Shadow IT and Business-managed IT in practice. A comparison of academic literature and practitioner perceptions reveals the limitations and gaps of the current research and highlights avenues for future research. The authors find three category-spanning themes occurring as causing factors, outcomes, and—as part of governance measures—factors to improve the IT organization: (1) (Poor) business-IT alignment (2) (lack of) agility, and (3) (lack of) policies. This study is innovative with its comprehensive qualitative interview data that the authors compare to the existing literature. Therefore, the paper brings together theoretical and practical insights into Shadow IT and Businessmanaged IT, which should aid practitioners and scholars in decision making and future research.}, subject = {Corporate Governance}, language = {en} } @article{KaessBrosigWestneretal., author = {K{\"a}ss, Sebastian and Brosig, Christoph and Westner, Markus and Strahringer, Susanne}, title = {Short and sweet: multiple mini case studies as a form of rigorous case study research}, series = {Information Systems and e-Business Management}, journal = {Information Systems and e-Business Management}, publisher = {Springer Nature}, doi = {10.1007/s10257-024-00674-2}, pages = {34}, abstract = {Case study research is one of the most widely used research methods in Information Systems (IS). In recent years, an increasing number of publications have used case studies with few sources of evidence, such as single interviews per case. While there is much methodological guidance on rigorously conducting multiple case studies, it remains unclear how researchers can achieve an acceptable level of rigour for this emerging type of multiple case study with few sources of evidence, i.e., multiple mini case studies. In this context, we synthesise methodological guidance for multiple case study research from a cross-disciplinary perspective to develop an analytical framework. Furthermore, we calibrate this analytical framework to multiple mini case studies by reviewing previous IS publications that use multiple mini case studies to provide guidelines to conduct multiple mini case studies rigorously. We also offer a conceptual definition of multiple mini case studies, distinguish them from other research approaches, and position multiple mini case studies as a pragmatic and rigorous approach to research emerging and innovative phenomena in IS.}, language = {en} } @inproceedings{KlotzWestnerStrahringer, author = {Klotz, Stefan and Westner, Markus and Strahringer, Susanne}, title = {From Shadow IT to Business-managed IT and Back Again}, series = {Pacific Asia Conference on Information Systems (PACIS): 2020, Dubai}, booktitle = {Pacific Asia Conference on Information Systems (PACIS): 2020, Dubai}, pages = {14}, abstract = {Today, information technology (IT) is not anymore solely deployed and maintained by the IT organization, but also by business units. IT deployed or managed by business units is called Shadow IT (without alignment with the IT organization) or Business-managed IT (in alignment or a split responsibility model with the IT organization), contrasting "classical" IT. However, the responsibility for deployed IT might change over time. Therefore, this paper conceptualizes the progression of the responsibility for IT as a trajectory through initialization, potential transitions, and discontinuance. The paper illustrates this conceptual framework using four exemplary case vignettes of IT instances. Empirical findings of the case vignettes determine indications when employees initialize an IT instance as Shadow IT, Business-managed IT, or IT-managed systems and reasons why the responsibility for an IT instance changes over time. The results suggest that scholars and practitioners should add a temporal dimension to the governance of IT instances.}, subject = {IT-Governance}, 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{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} } @inproceedings{KlotzWestnerStrahringeretal., author = {Klotz, Stefan and Westner, Markus and Strahringer, Susanne and Schieder, Christian}, title = {Transformed Knowledge Sharing Through Business-managed IT and Shadow IT}, series = {Proceedings of the 25th Americas Conference on Information Systems (AMCIS 2019), Canc{\´u}n, Mexiko, August 15-17}, booktitle = {Proceedings of the 25th Americas Conference on Information Systems (AMCIS 2019), Canc{\´u}n, Mexiko, August 15-17}, publisher = {AIS}, pages = {1 -- 10}, abstract = {Business-managed IT and Shadow IT describe the autonomous deployment/management of IT instances by business units. For the former, this happens in alignment with the IT organization of the enterprise, for the latter, without alignment. We analyze why and how Business-managed IT and Shadow IT transform knowledge sharing with two case studies drawing on the theoretical lens of the knowledge-based view. Several motivators lead to the autonomous implementation of knowledge management systems (KMSs), for example, shortcomings of existing systems. The implemented KMSs have multiple benefits for knowledge sharing, such as a reduction of knowledge sharing barriers. However, we notice that the Shadow IT KMS leads to challenges for cross-unit knowledge sharing due to the covert nature of Shadow IT. Based on the findings of our case studies, we develop a mid-range theory to explain the transformation of knowledge sharing in enterprises supported by Business-managed IT and Shadow IT.}, language = {en} } @inproceedings{KoenningHeinrichLeyhetal., author = {K{\"o}nning, Michael and Heinrich, Kai and Leyh, Christian and Westner, Markus}, title = {A quantitative analysis of regional differences in pivotal IT outsourcing contract features}, series = {Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm \& Uppsala, Sweden, June 8-14, 2019 (ECIS 2019 proceedings)}, booktitle = {Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm \& Uppsala, Sweden, June 8-14, 2019 (ECIS 2019 proceedings)}, publisher = {Association for Information Systems}, isbn = {978-1-7336325-0-8}, pages = {1 -- 15}, abstract = {More than 30 years after its first implementation, IT outsourcing (ITO) is unanimously considered a critical component of corporate strategy for private and public institutions alike. While implementations of ITO around the world share some common characteristics like typical reasons for outsourcing, key success factors, or dimensions along which they can be classified, extant research also points to regional differences. However, research on this topic, specifically regarding pivotal contract features like contract value, contract length, or pricing methods, is still in its infancy, and quantitative analyses on the subject are particularly scarce. We address this research gap by analyzing data on 14,917 ITO contracts closed between 2007 and 2017 through the lens of cultural regions and three statistical methods. The contribution of our paper is threefold. First, our descriptive analysis points to globally decreasing contract lengths and contract values, confirming previous studies and practice reports. Second, an ANOVA with independent post-hoc testing provides quantitative support for the degree of dissimilarity among individual regions in pivotal ITO contract features. Finally, our quantitative replication of a previous study identifies culture-induced regional differences between USA and Japan regarding the effect of influence factors on ITO contract features}, language = {en} }