@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{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} } @article{StrasserWestner, author = {Strasser, Artur and Westner, Markus}, title = {Information systems offshoring}, series = {Journal of Information Technology Management}, volume = {26}, journal = {Journal of Information Technology Management}, number = {2}, pages = {70 -- 142}, abstract = {An increasing amount of IS offshoring research has been published during the last four years. This paper presents a comprehensive view of the field of study from a managerial point of view. It provides a consolidated view of the field of study between 2010 and 2013 based on a manual search comprising 69 selected journals and 9 conferences, as well as a search using 6 journal databases. The literature review ensures continuity of research by connecting to a comprehensive literature analysis covering the years 1999 to 2009. This way it consolidates and critically reflects the state of the research of the last 14 years. Overall, we compiled 95 relevant publications originating from leading IS journals and IS conference proceedings. The results indicate that IS offshoring research is largely non-theory based, using almost entirely empirical data and interpretive research methods and -to a smaller extent -positivist research designs. The ISO research of the last 14 years focuses on the implementation stages "how" and "outcome" while the pre-implementation-stages "why", "what", and "which" are comparatively sparsely researched. Future studies should apply a more theory-driven approach with a greater attention on pre-implementation aspects of information systems offshoring. In addition, future research should investigate the special nature of near- and onshoring, captive offshoring as well asagile (project) management techniques suitable for ISO.}, subject = {Betriebliches Informationssystem}, language = {en} } @article{KobusWestnerStrahringeretal., author = {Kobus, J{\"o}rn and Westner, Markus and Strahringer, Susanne and Strode, Diane}, title = {Lean Management in IT Organizations}, series = {Journal of Information Technology Theory and Application (JITTA)}, volume = {19}, journal = {Journal of Information Technology Theory and Application (JITTA)}, number = {1}, publisher = {Association for Information Systems (AIS)}, issn = {1532-3416}, pages = {55 -- 85}, abstract = {Lean management (LM) is well established in manufacturing organizations, and LM adoption in service organizations has recently increased. However, we lack research that focuses on the success of lean management implementations in IT organizations (lean IT). This paper contributes to knowledge of the success factors of lean IT implementation and the relative importance of each factor based on the insights of field experts. The experts identified, agreed on, and ranked 12 implementation success factors for lean IT in a Delphi study using the best/worst scaling technique. The most important factors were leadership involvement, change culture and work ethic, employee involvement, and performance management. Factors of intermediate importance were implementation facilitation, training and education, clear vision and direction, long-term focus, communication, and a holistic approach. Least important factors were existing skills, organizational changes/standardization, and financial resources. This paper contributes a more nuanced understanding of the relative importance of lean IT success factors, proposes relationships between them, and comprehensively explains how to use the rigorous best/worst scaling method in a traditional ranking-type Delphi study.}, subject = {Lean Management}, 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{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} } @inproceedings{KoenningHeinrichLeyhetal., author = {K{\"o}nning, Michael and Heinrich, Kai and Leyh, Christian and Westner, Markus}, title = {A quantitative analysis of culture-induced differences in pivotal IT outsourcing contract features}, series = {Proceedings of the 27th European Conference on Information Systems (ECIS 2019): Stockholm \& Uppsala, Sweden, June 8-14}, booktitle = {Proceedings of the 27th European Conference on Information Systems (ECIS 2019): Stockholm \& Uppsala, Sweden, June 8-14}, 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 supportfor 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.}, subject = {Betriebliches Informationssytem}, language = {en} } @inproceedings{WulfWestnerSchoenetal., author = {Wulf, Frederik and Westner, Markus and Sch{\"o}n, Maximilian and Strahringer, Susanne and Loebbecke, Claudia}, title = {Preparing for a Digital Future: Cloud Strategy at Continental AG}, series = {Proceedings of the 40th International Conference on Information Systems (ICIS 2019): Munich, Germany, December 15-18}, booktitle = {Proceedings of the 40th International Conference on Information Systems (ICIS 2019): Munich, Germany, December 15-18}, pages = {1 -- 16}, abstract = {This paper is directed towards IT executives aiming to promote the adoption of cloud computing (CC) with in their company. We conducted a longitudinal case study on the evolving CC strategy and its implementation at the multinational company Continental, based on a previous case study by Loebbecke et al. (2012). We narrate Continental's pathway towards CC adoption, which comprised the experimentation, professionalization, and utilization of CC, and discuss current and previous barriers encountered during the implementation. We derive five lessons learned that can serve as practical guidance for executives aiming to accelerate CC adoption within their own organization: (1) differentiate the CC strategy by delivery model; (2)drive proof of concepts to generate reusable blueprints; (3) preinvest in the integration of IaaS and PaaS providers; (4) implement CC gradually, transforming applications during the transition to the cloud; and (5) disseminate knowledge within the organization to enable change.}, subject = {Cloud Computing}, language = {en} } @inproceedings{GrundlerWestner, author = {Grundler, Andreas and Westner, Markus}, title = {Scaling Agile Frameworks vs. Traditional Project Portfolio Management}, series = {Proceedings of the International Conferences on Internet Technologies \& Society (ITS 2019), Hongkong}, booktitle = {Proceedings of the International Conferences on Internet Technologies \& Society (ITS 2019), Hongkong}, isbn = {978-989-8533-84-5}, pages = {51 -- 62}, abstract = {Practitioners have developed numerous frameworks around scaling agile and lean methods. These frameworks are more frequently being used in practice in large-scale system development activities. Therefore, they are in the scope of project portfolio management. The paper examines the conformity of selected scaling agile frameworks to the objectives of project portfolio management through qualitative analysis. Four prominent frameworks are investigated: Scrum of Scrums, Large cale Scrum, Disciplined Agile, and the Scaled Agile Framework. The study shows significant differences between the frameworks and their view on project portfolio management with the Scaled Agile Framework offering the most detailed portfolio management-relevant processes and roles. In contrast to that, Large Scale Scrum does not see the need for portfolio management but promotes self-managing teams. Two of the four frameworks share the perception shift from projects to the products, which has significant implications for practitioners because it challenges and redefines prevalent management roles and practices.}, subject = {Agile Softwareentwicklung}, language = {en} } @article{WestnerStrahringer, author = {Westner, Markus and Strahringer, Susanne}, title = {Determinants of success in IS offshoring projects}, series = {Information \& Management}, volume = {47}, journal = {Information \& Management}, number = {5-6}, pages = {291 -- 299}, abstract = {High labor cost in western countries allows cost savings by companies engaging in IS offshoring. However, studies worldwide indicate that a large number of companies that engaged in IS offshoring are not satisfied with the outcome. Our study examined the determinants of IS offshore project success: We developed a model and empirically tested it with data collected from 304 experts who reported on projects offshored from Germany to a wide range of near and distant countries. The model posited a direct effect of offshoring expertise and trust in offshore service provider (OSP) on success, as well as an indirect effect mediated by project suitability, knowledge transfer, and liaison quality. An analysis using partial least squares (PLSs) provided significant support for almost all these relationships. However, it showed that offshoring expertise played a minor role in explaining success and the mediating constructs. Trust in OSP had a small direct effect on success and a medium to large effect on the mediating constructs. Project suitability, knowledge transfer, and liaison quality all had small direct effects on success.}, subject = {Betriebliches Informationssystem}, language = {en} }