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  <doc>
    <id>8040</id>
    <completedYear/>
    <publishedYear>2025</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>25</pageNumber>
    <edition/>
    <issue>1</issue>
    <volume>38</volume>
    <type>article</type>
    <publisherName>IGI Global</publisherName>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>2025-04-24</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">From Captive Centers to Global Integration</title>
    <abstract language="eng">Contemporary developments in virtual work and global talent management are transforming information technology (IT) nearshoring and offshoring practices, yet research on organizational responses remains limited. Through expert interviews with 33 IT executives (76% chief information officers) from Germany's top 500 companies, this article examines organizational models, strategies, and good practices in IT nearshoring and offshoring. It reveals a shift from traditional captive centers toward fully integrated global teams, enabling high-value task delivery and reflecting increased workforce maturity. Companies are expanding their operations driven by talent needs rather than cost savings, with success factors including employee integration and robust on-site management. This study contributes to theory and practice by providing a framework for understanding organizational models in global IT delivery and offering actionable insights for executives, emphasizing workforce integration over geographical separation.</abstract>
    <parentTitle language="eng">Information Resources Management Journal</parentTitle>
    <subTitle language="eng">Organizational Models and Good Practices in Information Technology Nearshoring and Offshoring</subTitle>
    <identifier type="doi">10.4018/IRMJ.373322</identifier>
    <identifier type="issn">1533-7979</identifier>
    <identifier type="urn">urn:nbn:de:bvb:898-opus4-80406</identifier>
    <note>Corresponding author der OTH Regensburg: Markus Westner</note>
    <enrichment key="BegutachtungStatus">peer-reviewed</enrichment>
    <enrichment key="opus.source">publish</enrichment>
    <enrichment key="CorrespondingAuthor">Westner, Markus</enrichment>
    <licence>Creative Commons - CC BY - Namensnennung 4.0 International</licence>
    <author>Markus Westner</author>
    <author>Matthias Reicheneder</author>
    <author>Markus Matschi</author>
    <subject>
      <language>deu</language>
      <type>swd</type>
      <value>Offshoring</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>swd</type>
      <value>Informationstechnik</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>swd</type>
      <value>Internationale Arbeitsteilung</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>swd</type>
      <value>Organisationsstruktur</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>IT-Nearshoring</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>IT-Offshoring</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Global IT-Teams</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Organizational Models</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Distributed Work</value>
    </subject>
    <collection role="institutes" number="FakIM">Fakultät Informatik und Mathematik</collection>
    <collection role="oaweg" number="">Gold Open Access- Erstveröffentlichung in einem/als Open-Access-Medium</collection>
    <collection role="othforschungsschwerpunkt" number="16311">Digitalisierung</collection>
    <collection role="oaweg" number="">Corresponding author der OTH Regensburg</collection>
    <collection role="funding" number="">Publikationsfonds der OTH Regensburg</collection>
    <collection role="institutes" number="">Labor Regensburg Strategic IT Management (ReSITM)</collection>
    <collection role="DFGFachsystematik" number="1">Ingenieurwissenschaften</collection>
    <thesisPublisher>Ostbayerische Technische Hochschule Regensburg</thesisPublisher>
    <file>https://opus4.kobv.de/opus4-oth-regensburg/files/8040/Westner_IRMJ_IGI_2025.pdf</file>
  </doc>
  <doc>
    <id>3375</id>
    <completedYear/>
    <publishedYear>2022</publishedYear>
    <thesisYearAccepted/>
    <language>deu</language>
    <pageFirst>762</pageFirst>
    <pageLast>779</pageLast>
    <pageNumber/>
    <edition/>
    <issue/>
    <volume>59</volume>
    <type>article</type>
    <publisherName>Springer Nature</publisherName>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>--</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="deu">Schlüsselfaktoren erfolgreicher CIOs</title>
    <abstract language="deu">Die vorliegende Studie untersucht Schlüsselfaktoren erfolgrei-&#13;
cher CIOs in deutschen Großunternehmen. Mit einer mittleren Verweildauer (Median) von 4,0 Jahren weisen deutsche CIOs, die mit 43 % noch überwiegend an den CFO berichten, im Vergleich zu anderen C-Level-Positionen eine deutlich kürzere Verweildauer im Amt auf. Die Ergebnisse aus 60 Interviews mit erfolgreichen deutschsprachigen CIOs, die primär über eine überdurchschnittlich lange Verweildauer verfügen, lassen verschiedene Schlüsselfaktoren für den Erfolg erkennen: Grundvoraussetzung ist stets die Gewährleistung eines sicheren und effizienten IT-Betriebs. Über effektive und innovative Change-Projekte machen die interviewten CIOs den IT-Mehrwert transparent und agieren als Brückenbauer zwischen IT und Fachbereichen. Dadurch wirken sie positiv auf die Firmenkultur ein und etablieren die IT nachhaltig in den Fachbereichen als Erfolgsfaktor. Erfolgreiche CIOs selbst sind keine „Techies“, sondern zeichnen sich durch hohe Führungskompetenz und ein hohes Geschäftsverständnis, gepaart mit visionärem Denken aus. Dadurch gelingt es ihnen, die IT zukunftsorientiert auszurichten und Anforderungen und Potenziale für und aus den Fachbereichen frühzeitig zu antizipieren. Die zukünftige Entwicklung der CIO-Organisation und der Paradigmen in der IT wird durch die Studienteilnehmer hingegen teilweise kontrovers diskutiert – so gibt es beispielsweise bei der Beurteilung der Sinnhaftigkeit und Relevanz der CDO-Position noch kein einheitliches Meinungsbild.</abstract>
    <parentTitle language="deu">HMD Praxis der Wirtschaftsinformatik</parentTitle>
    <identifier type="doi">10.1365/s40702-022-00867-8</identifier>
    <identifier type="urn">urn:nbn:de:bvb:898-opus4-33751</identifier>
    <note>Corresponding author: Markus Westner</note>
    <enrichment key="CorrespondingAuthor">Markus Westner</enrichment>
    <enrichment key="BegutachtungStatus">peer-reviewed</enrichment>
    <licence>Creative Commons - CC BY - Namensnennung 4.0 International</licence>
    <author>Patrick Hillebrand</author>
    <author>Markus Westner</author>
    <author>Markus Matschi</author>
    <collection role="institutes" number="FakIM">Fakultät Informatik und Mathematik</collection>
    <collection role="othforschungsschwerpunkt" number="16315">Information und Kommunikation</collection>
    <collection role="oaweg" number="">Hybrid Open Access - OA-Veröffentlichung in einer Subskriptionszeitschrift/-medium</collection>
    <collection role="oaweg" number="">Corresponding author der OTH Regensburg</collection>
    <collection role="funding" number="">DEAL Springer Nature</collection>
    <collection role="institutes" number="">Labor Regensburg Strategic IT Management (ReSITM)</collection>
    <thesisPublisher>Ostbayerische Technische Hochschule Regensburg</thesisPublisher>
    <file>https://opus4.kobv.de/opus4-oth-regensburg/files/3375/Westner_Schluesselfaktoren_CIOs.pdf</file>
  </doc>
  <doc>
    <id>6688</id>
    <completedYear/>
    <publishedYear>2022</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>22</pageNumber>
    <edition/>
    <issue/>
    <volume/>
    <type>article</type>
    <publisherName/>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>--</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">Key factors of successful CIOs</title>
    <abstract language="eng">This study examines key factors of successful CIOs in large German companies. With a median tenure of 4.0 years, German CIOs, most of whom (43%) still report to the CFO, have a significantly shorter tenure compared to other C‑level positions. The results of 60 interviews with successful German-speaking CIOs, who primarily have an above-average tenure, reveal various key factors for successful CIOs: The foundation for success is to ensure secure and efficient IT operations. Through effective and innovative change pro-jects, the CIOs interviewed make the added value of IT transparent and act as bridge-builders between IT and the business. In this way, they have a positive impact on the corporate culture and establish IT as a success factor in the business in the long term. Successful CIOs themselves are not “techies” but are characterized by a high level of leadership competence and a high level of business expertise, coupled with visionary thinking. This enables them to align IT in a future-oriented manner and to anticipate de-mands and potential for and from the business units at an early stage. The future devel-opment of the CIO organization and the paradigms in IT, on the other hand, was discussed controversially by some of the study participants—for example, there is still no uniform opinion on the relevance of the CDO position.</abstract>
    <identifier type="urn">urn:nbn:de:bvb:898-opus4-66882</identifier>
    <note>This document is an English translation of the article Hillebrand, P., Westner, M. &amp; Matschi, M. Schlüsselfaktoren erfolgreicher CIOs. HMD 59, 762–779 (2022). https://doi.org/10.1365/s40702-022-00867-8</note>
    <licence>Creative Commons - CC BY - Namensnennung 4.0 International</licence>
    <author>Patrick Hillebrand</author>
    <author>Markus Westner</author>
    <author>Markus Matschi</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>CIO roles</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Success factors</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>CIO tenure</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Chief Information Officer</value>
    </subject>
    <collection role="institutes" number="FakIM">Fakultät Informatik und Mathematik</collection>
    <collection role="othforschungsschwerpunkt" number="16315">Information und Kommunikation</collection>
    <collection role="institutes" number="">Labor Regensburg Strategic IT Management (ReSITM)</collection>
    <thesisPublisher>Ostbayerische Technische Hochschule Regensburg</thesisPublisher>
    <file>https://opus4.kobv.de/opus4-oth-regensburg/files/6688/Hillebrand-Westner-2022engl.pdf</file>
  </doc>
  <doc>
    <id>7958</id>
    <completedYear/>
    <publishedYear>2025</publishedYear>
    <thesisYearAccepted/>
    <language>deu</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>19</pageNumber>
    <edition/>
    <issue/>
    <volume/>
    <type>article</type>
    <publisherName>Springer Nature</publisherName>
    <publisherPlace>Wiesbaden</publisherPlace>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>--</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="deu">IT-Near- und Offshoring in deutschen Großunternehmen: Aktueller Stand, Motive und Auswahlkriterien</title>
    <abstract language="deu">Die vorliegende Studie untersucht die aktuelle IT-Near- und Offshoring-Praxis in deutschen Großunternehmen. Dafür wurden 33 CIOs und IT-Führungskräfte mittels Interviews befragt. Haupttreiber der geografischen Verlagerung von IT-Services ins Ausland ist die Ressourcenverfügbarkeit in anderen Ländern, bedingt durch den Fachkräftemangel in Deutschland. Dies trifft auch auf die Auswahl geeigneter IT-Services für das Near- und Offshoring zu. Während IT-Near- und Offshoring historisch primär aufgrund von Kosteneinsparungen initiiert wurde, spielt dieser Aspekt heute eine untergeordnete Rolle. Die Interviewteilnehmer und -teilnehmerinnen sehen in Kosteneinsparungen zwar immer noch einen positiven Effekt, erwarten aber, dass dieser in Zukunft aufgrund der Angleichung des Kostenniveaus schwinden wird. Die Unternehmen verlagern hauptsächlich Applikationsbetrieb und -entwicklung, erkennen jedoch zunehmend das Potenzial, auch höherwertige Aufgaben, z. B. Projektmanagement und Unternehmensarchitekturmanagement, aus geografisch entfernteren Ländern erbringen zu lassen. Unternehmen, die ausschließlich IT-Nearshoring betreiben, erbringen weniger als ein Drittel ihrer IT-Services aus nahegelegenen Ländern. Firmen mit IT-Offshoring-Präsenzen weisen einen höheren IT-Near‑/Offshoringgrad auf und verlagern knapp die Hälfte der eigenen IT-Serviceerbringung ins Ausland. Die beliebtesten Länder sind Portugal für das Nearshoring und Indien für das Offshoring.</abstract>
    <parentTitle language="deu">HMD Praxis der Wirtschaftsinformatik</parentTitle>
    <identifier type="issn">1436-3011</identifier>
    <identifier type="doi">10.1365/s40702-025-01150-2</identifier>
    <identifier type="urn">urn:nbn:de:bvb:898-opus4-79582</identifier>
    <note>Corresponding author der OTH Regensbrg: Markus Westner</note>
    <enrichment key="CorrespondingAuthor">Markus Westner</enrichment>
    <enrichment key="BegutachtungStatus">peer-reviewed</enrichment>
    <licence>Creative Commons - CC BY - Namensnennung 4.0 International</licence>
    <author>Matthias Reicheneder</author>
    <author>Markus Westner</author>
    <author>Markus Matschi</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Nearshoring</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Offshoring</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>IT Services</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Drivers</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Selection Criteria</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Large Companies</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Study</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>uncontrolled</type>
      <value>Motive</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>uncontrolled</type>
      <value>Auswahlkriterien</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>uncontrolled</type>
      <value>Großunternehmen</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>uncontrolled</type>
      <value>Studie</value>
    </subject>
    <collection role="institutes" number="FakIM">Fakultät Informatik und Mathematik</collection>
    <collection role="othforschungsschwerpunkt" number="16311">Digitalisierung</collection>
    <collection role="oaweg" number="">Hybrid Open Access - OA-Veröffentlichung in einer Subskriptionszeitschrift/-medium</collection>
    <collection role="oaweg" number="">Corresponding author der OTH Regensburg</collection>
    <collection role="funding" number="">DEAL Springer Nature</collection>
    <collection role="institutes" number="">Labor Regensburg Strategic IT Management (ReSITM)</collection>
    <collection role="DFGFachsystematik" number="1">Ingenieurwissenschaften</collection>
    <thesisPublisher>Ostbayerische Technische Hochschule Regensburg</thesisPublisher>
    <file>https://opus4.kobv.de/opus4-oth-regensburg/files/7958/Westner_HMD_2025.pdf</file>
  </doc>
  <doc>
    <id>8531</id>
    <completedYear/>
    <publishedYear>2025</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>19</pageNumber>
    <edition/>
    <issue/>
    <volume/>
    <type>article</type>
    <publisherName/>
    <publisherPlace>Regensburg</publisherPlace>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>--</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">IT nearshoring and offshoring in German large companies: current status, motives and selection criteria</title>
    <abstract language="eng">This study analyses current IT nearshoring and offshoring practices in large German companies. For this purpose, 33 CIOs and IT managers were interviewed. Due to the shortage of skilled labour in Germany, the main driver behind the geographical relocation of IT services abroad is the availability of resources in other countries. This also applies to the selection of suitable IT services for nearshoring and offshoring. While IT near- and offshoring was historically initiated primarily due to cost savings, this aspect plays a subordinate role today.&#13;
Although the interviewees still see cost savings as a benefit, they expect this advantage to erode in the future due to the narrowing gap in international cost differences. Companies are mainly offshoring application services but are increasingly recognising the potential to have higher-value tasks, e.g. project management and enterprise architecture management, performed from&#13;
geographically more distant countries. Companies that only engage in IT nearshoring provide less than a third of their IT services in this way. Companies with IT offshoring presences have a higher degree of IT nearshoring/offshoring and&#13;
perform almost half of their IT services abroad using their own resources. The most popular countries are Portugal for nearshoring and India for offshoring.</abstract>
    <identifier type="urn">urn:nbn:de:bvb:898-opus4-85311</identifier>
    <note>This document is an English translation of the article: Reicheneder, M., Westner, M. &amp; Matschi, M. IT-Near- und Offshoring in deutschen Großunternehmen: Aktueller Stand, Motive und Auswahlkriterien. HMD (2025). https://doi.org/10.1365/s40702-025-01150-2</note>
    <note>Die deutsche Originalveröffentlichung ist abgelegt unter: https://opus4.kobv.de/opus4-oth-regensburg/frontdoor/index/index/start/0/rows/10/sortfield/score/sortorder/desc/searchtype/simple/query/IT-Near-+und+Offshoring+in+deutschen+Gro%C3%9Funternehmen%3A+Aktueller+Stand%2C+Motive+und+Auswahlkriterien/docId/7958</note>
    <enrichment key="BegutachtungStatus">peer-reviewed</enrichment>
    <licence>Creative Commons - CC BY - Namensnennung 4.0 International</licence>
    <author>Matthias Reicheneder</author>
    <author>Markus Westner</author>
    <author>Markus Matschi</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Nearshoring</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Offshoring</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>IT Services</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Drivers</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Selection Criteria</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Large Companies</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Study</value>
    </subject>
    <collection role="institutes" number="FakIM">Fakultät Informatik und Mathematik</collection>
    <collection role="institutes" number="">Labor Regensburg Strategic IT Management (ReSITM)</collection>
    <collection role="DFGFachsystematik" number="1">Ingenieurwissenschaften</collection>
    <collection role="othforschungsschwerpunkt" number="">Digitale Transformation</collection>
    <thesisPublisher>Ostbayerische Technische Hochschule Regensburg</thesisPublisher>
    <file>https://opus4.kobv.de/opus4-oth-regensburg/files/8531/WestnerArticle.pdf</file>
  </doc>
  <doc>
    <id>7758</id>
    <completedYear/>
    <publishedYear>2024</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>17</pageNumber>
    <edition/>
    <issue/>
    <volume/>
    <type>article</type>
    <publisherName/>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>2024-09-29</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">IT/OT Convergence: Status Quo and Implementation Recommendations</title>
    <abstract language="eng">This study examines IT/OT Convergence in 31 predominantly large German companies. It presents an "IT/OT Governance Framework" as a specific model for successful convergence implementation. The in-terviews revealed that companies are at very different stages of maturity in implementing IT/OT conver-gence. The analysis reveals a heterogeneous level of convergence maturity across the interviewed compa-nies, the majority of which are at the beginning or in the implementation phase. Close cooperation between IT and OT is favoured, but without IT completely taking over OT. An IT/OT tandem consisting of a CIO and a central OT responsible person is seen as the ideal way to take responsibility. Six specific recommen-dations were derived from the interviews and included in the IT/OT Governance Framework developed. These include ensuring top management support, using security as a driver, introducing a central OT re-sponsible person, bringing IT and OT teams closer together, continuously demonstrating the added value of convergence, and taking a step-by-step approach to implementation</abstract>
    <identifier type="urn">urn:nbn:de:bvb:898-opus4-77586</identifier>
    <note>This document is an English translation of the article Hantsch, C., Westner, M. &amp; Matschi, M. IT/OT-Konvergenz: Status-Quo und Umsetzungsempfehlungen. HMD (2024). https://doi.org/10.1365/s40702-024-01111-1</note>
    <note>Die deutsche Originalveröffentlichung ist abgelegt unter: https://opus4.kobv.de/opus4-oth-regensburg/frontdoor/index/index/docId/7793</note>
    <enrichment key="opus.source">publish</enrichment>
    <enrichment key="BegutachtungStatus">peer-reviewed</enrichment>
    <licence>Creative Commons - CC BY - Namensnennung 4.0 International</licence>
    <author>Carolin Hantsch</author>
    <author>Markus Westner</author>
    <author>Markus Matschi</author>
    <subject>
      <language>deu</language>
      <type>uncontrolled</type>
      <value>IT/OT Konvergenz</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>uncontrolled</type>
      <value>IT</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>uncontrolled</type>
      <value>OT</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>uncontrolled</type>
      <value>Governance</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>uncontrolled</type>
      <value>Framework</value>
    </subject>
    <collection role="institutes" number="FakIM">Fakultät Informatik und Mathematik</collection>
    <collection role="othforschungsschwerpunkt" number="16311">Digitalisierung</collection>
    <collection role="institutes" number="">Labor Regensburg Strategic IT Management (ReSITM)</collection>
    <thesisPublisher>Ostbayerische Technische Hochschule Regensburg</thesisPublisher>
    <file>https://opus4.kobv.de/opus4-oth-regensburg/files/7758/Hantsch-Westner-ITOTConvergence_2024engl.pdf</file>
  </doc>
  <doc>
    <id>7793</id>
    <completedYear/>
    <publishedYear>2024</publishedYear>
    <thesisYearAccepted/>
    <language>deu</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>16</pageNumber>
    <edition/>
    <issue/>
    <volume/>
    <type>article</type>
    <publisherName>Springer Nature</publisherName>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>2024-11-12</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="deu">IT/OT-Konvergenz: Status-Quo und Umsetzungsempfehlungen</title>
    <abstract language="deu">Organisationen machen große Anstrengungen zur Verbesserung ihrer Ambidextrie, d. h. ihrer Fähigkeit sowohl Exploitationsziele (z. B. Effizienz, Vorhersagbarkeit) als auch Explorationsziele (z. B. Anpassbarkeit, Innovation) zu erreichen. Obwohl gemäß der Praxisliteratur Technologie in Software-Projekten dabei eine zentrale Rolle spielen kann, gibt es kaum Forschung dazu, wie technologische Faktoren Ambidexterie in Software-Projekten beeinflussen. In dieser Studie untersuchen wir die Rolle dreier technologischer Faktoren: kontinuierliche Integration, Standardisierung und Microservice-Architektur. Die Ergebnisse einer Mehrinformanten-Umfrage in 95 Projekten in der Schweiz und Dänemark zeigen, dass kontinuierliche Integration und Standardisierung mit höherer Ambidexterie einhergehen, während der Zusammenhang zwischen Microservice-Architektur und Ambidextrie nicht signifikant ist. Unser Artikel geht über die existierende Forschung hinaus, indem er zeigt, dass kontinuierliche Integration und Standardisierung nicht nur Exploitation, sondern auch Exploration fördern können. Wir diskutieren auch Gründe für den insignifikanten Zusammenhang zwischen Microservice-Architektur und Ambidextrie.</abstract>
    <abstract language="eng">This study examines IT/OT Convergence in 31 predominantly large German companies. It presents an “IT/OT Governance Framework” as a specific model for successful convergence implementation. The analysis reveals a heterogeneous level of convergence maturity across the examined companies, the majority of which are at the beginning or in the implementation phase. Close cooperation between IT and OT is favored, but without IT completely taking over OT. An IT/OT tandem consisting of a CIO and a central OT responsible person is seen as the ideal way to take responsibility. Six specific recommendations were derived from the interviews and included in the IT/OT Governance Framework developed. These include ensuring top management support, using security as a driver, introducing a central OT responsible person, bringing IT and OT teams physically closer together, continuously demonstrating the added value of convergence, and taking a step-by-step approach to implementation.</abstract>
    <parentTitle language="deu">HMD Praxis der Wirtschaftsinformatik</parentTitle>
    <identifier type="doi">10.1365/s40702-024-01111-1</identifier>
    <identifier type="urn">urn:nbn:de:bvb:898-opus4-77937</identifier>
    <note>Corresponding author der OTH Regensburg: Markus Westner</note>
    <enrichment key="opus.source">publish</enrichment>
    <enrichment key="BegutachtungStatus">peer-reviewed</enrichment>
    <enrichment key="CorrespondingAuthor">Markus Westner</enrichment>
    <licence>Creative Commons - CC BY - Namensnennung 4.0 International</licence>
    <author>Carolin Hantsch</author>
    <author>Markus Westner</author>
    <author>Markus Matschi</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>IT/OT Convergence</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Operational Technology</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>OT</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Governance</value>
    </subject>
    <collection role="institutes" number="FakIM">Fakultät Informatik und Mathematik</collection>
    <collection role="othforschungsschwerpunkt" number="16311">Digitalisierung</collection>
    <collection role="oaweg" number="">Hybrid Open Access - OA-Veröffentlichung in einer Subskriptionszeitschrift/-medium</collection>
    <collection role="oaweg" number="">Corresponding author der OTH Regensburg</collection>
    <collection role="funding" number="">DEAL Springer Nature</collection>
    <collection role="institutes" number="">Labor Regensburg Strategic IT Management (ReSITM)</collection>
    <thesisPublisher>Ostbayerische Technische Hochschule Regensburg</thesisPublisher>
    <file>https://opus4.kobv.de/opus4-oth-regensburg/files/7793/Hantsch_Westner_Matschi_HMD_2024.pdf</file>
  </doc>
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