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  <doc>
    <id>39</id>
    <completedYear/>
    <publishedYear>2019</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst>1</pageFirst>
    <pageLast>10</pageLast>
    <pageNumber/>
    <edition/>
    <issue/>
    <volume/>
    <type>conferenceobject</type>
    <publisherName>AIS</publisherName>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>--</completedDate>
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    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">Transformed Knowledge Sharing Through Business-managed IT and Shadow IT</title>
    <abstract language="eng">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.</abstract>
    <parentTitle language="eng">Proceedings of the 25th Americas Conference on Information Systems (AMCIS 2019), Cancún, Mexiko, August 15-17</parentTitle>
    <identifier type="url">https://aisel.aisnet.org/amcis2019/org_transformation_is/org_transformation_is/5/</identifier>
    <enrichment key="BegutachtungStatus">peer-reviewed</enrichment>
    <author>Stefan Klotz</author>
    <author>Markus Westner</author>
    <author>Susanne Strahringer</author>
    <author>Christian Schieder</author>
    <subject>
      <language>deu</language>
      <type>psyndex</type>
      <value>Betriebliches Informationssystem</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>psyndex</type>
      <value>Datensicherung</value>
    </subject>
    <subject>
      <language>deu</language>
      <type>psyndex</type>
      <value>Wissensmanagement</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Business-managed IT</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Shadow IT</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>knowledge sharing</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>knowledge management system</value>
    </subject>
    <collection role="ddc" number="0">Informatik, Informationswissenschaft, allgemeine Werke</collection>
    <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>
  </doc>
  <doc>
    <id>2902</id>
    <completedYear/>
    <publishedYear>2019</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst>1</pageFirst>
    <pageLast>15</pageLast>
    <pageNumber/>
    <edition/>
    <issue/>
    <volume/>
    <type>conferenceobject</type>
    <publisherName>Association for Information Systems</publisherName>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>--</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">A quantitative analysis of regional differences in pivotal IT outsourcing contract features</title>
    <abstract language="eng">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</abstract>
    <parentTitle language="eng">Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm &amp; Uppsala, Sweden, June 8-14, 2019 (ECIS 2019 proceedings)</parentTitle>
    <identifier type="isbn">978-1-7336325-0-8</identifier>
    <identifier type="url">https://www.researchgate.net/profile/Kai-Heinrich-3/publication/332834150_A_quantitative_analysis_of_regional_differences_in_pivotal_IT_outsourcing_contract_features/links/5ccc00624585153c8c68551a/A-quantitative-analysis-of-regional-differences-in-pivotal-IT-outsourcing-contract-features.pdf</identifier>
    <enrichment key="opus.import.date">2022-02-10T18:11:31+00:00</enrichment>
    <enrichment key="opus.source">sword</enrichment>
    <enrichment key="opus.import.user">importuser</enrichment>
    <enrichment key="BegutachtungStatus">peer-reviewed</enrichment>
    <licence>Keine Lizenz - Es gilt das deutsche Urheberrecht: § 53 UrhG</licence>
    <author>Michael Könning</author>
    <author>Kai Heinrich</author>
    <author>Christian Leyh</author>
    <author>Markus Westner</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Contract Design</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Cultural Regions</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>IT Outsourcing</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>IT Sourcing</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Sourcing Strateg</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>
  </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>2098</id>
    <completedYear/>
    <publishedYear>2021</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber/>
    <edition/>
    <issue/>
    <volume/>
    <type>conferenceobject</type>
    <publisherName/>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>--</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">IS Resilience Decision Priorities at German SMEs</title>
    <abstract language="eng">IS resilience addresses the challenge of securing organizational information systems against disruptions to ensure the continuation of daily business processes and to guarantee the resilience of the organization as a whole. In this paper, we adopt Agency Theory and Weill’s IT Governance framework to investigate the decision priorities of senior executives in the context of IS resilience planning, which falls under the broader umbrella of IT governance. The management of IS resilience involves different fields of action types and interests which decision-makers within organizations must confront. This is of special importance for small- to medium-sized companies (SMEs) where IS often is not a dedicated or small corporate function. This paper identifies distinctive character types of corporate decision-makers at SMEs in a European context and their priorities in IS resilience. The study was performed using Q-methodology. It was able to identify and describe three additional types of decision-makers in comparison to previous research thereby clearly showing that the field has progressed. These character types provide an informative insight into the priorities of IS resilience planning in SMEs and show differences and commonalities between decision-makers.</abstract>
    <parentTitle language="eng">27th American Conference on Information Systems 2021 (AMCIS 2021): Digital Innovation and Entrepreneurship, Virtual Conference, August 9-13, 2021</parentTitle>
    <subTitle language="eng">A Q-Method Approach</subTitle>
    <identifier type="url">https://aisel.aisnet.org/amcis2021/strategic_is/strategic_is/19/</identifier>
    <licence>Keine Lizenz - Es gilt das deutsche Urheberrecht: § 53 UrhG</licence>
    <author>Amitrajit Sarkar</author>
    <author>Thomas Traubinger</author>
    <collection role="ddc" number="000">Informatik, Informationswissenschaft, allgemeine Werke</collection>
    <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>
  </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>
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  <doc>
    <id>7758</id>
    <completedYear/>
    <publishedYear>2024</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>17</pageNumber>
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    <issue/>
    <volume/>
    <type>article</type>
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    <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>
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    <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>7796</id>
    <completedYear/>
    <publishedYear>2024</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst>1</pageFirst>
    <pageLast>6</pageLast>
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    <publisherName>IEEE</publisherName>
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    <belongsToBibliography>0</belongsToBibliography>
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    <title language="eng">Application Integration Framework for Large Language Models</title>
    <abstract language="eng">Large Language Models (LLMs) have unlocked new opportunities in processing non-structured information. However, integrating LLM into conventional applications poses challenges due to their non-deterministic nature. This paper introduces a framework designed to effectively integrate LLM into intermediate modules by ensuring more consistent and reliable outputs. The framework includes three key components: the Sieve, which captures and retries processing of incorrect outputs; the Circuit Breaker, which stops processing persistently incorrect outputs; and the Optimizer, which enhances processing efficiency by combining inputs into single prompts. Experimental results employing structured methodology demonstrate the framework's effectiveness, achieving significant improvements a 71.05% reduction in processing time and an 82.97% reduction in token usage while maintaining high accuracy. The proposed framework, agnostic to specific LLM implementations, aids the integration of LLMs into diverse applications, enhancing automation and efficiency in fields such as finance, healthcare, and education.</abstract>
    <parentTitle language="eng">2024 5th International Conference on Artificial Intelligence and Data Sciences (AiDAS),  Bangkok, Thailand, 03-04 September 2024</parentTitle>
    <identifier type="isbn">979-8-3315-2855-3</identifier>
    <identifier type="doi">10.1109/AiDAS63860.2024.10730541</identifier>
    <enrichment key="opus.import.date">2024-11-18T10:16:05+00:00</enrichment>
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    <enrichment key="BegutachtungStatus">peer-reviewed</enrichment>
    <licence>Keine Lizenz - Es gilt das deutsche Urheberrecht: § 53 UrhG</licence>
    <author>Joe Ee Ho</author>
    <author>Boon Yaik Ooi</author>
    <author>Markus Westner</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>error handling</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>token efficiency</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>AI integration</value>
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    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>data pipeline optimization</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>automation</value>
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    <subject>
      <language>eng</language>
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      <value>data processing framework</value>
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    <collection role="institutes" number="FakIM">Fakultät Informatik und Mathematik</collection>
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    <collection role="institutes" number="">Labor Regensburg Strategic IT Management (ReSITM)</collection>
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    <id>8558</id>
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    <publishedYear>2025</publishedYear>
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    <language>eng</language>
    <pageFirst>199</pageFirst>
    <pageLast>227</pageLast>
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    <publisherName>Springer</publisherName>
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    <contributingCorporation>GR Scholastic</contributingCorporation>
    <belongsToBibliography>0</belongsToBibliography>
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    <title language="eng">Unraveling jingle-jangle fallacies in digital assistant technologies : &#13;
a comprehensive systematic review and research agenda</title>
    <abstract language="eng">Digital assistant technologies (DATs) such as chatbots, virtual assistants, &#13;
and intelligent agents have gained widespread attention, yet inconsistent terminology remains a critical challenge. The fragmented nature of previous research has led to significant confusion due to overlapping and interchangeable use of terms across industries. This systematic literature review, following the PRISMA protocol, consolidates the current state of knowledge on DATs and addresses the prevalent jingle-jangle fallacies in their terminology. Analysis of 137 articles identified keycharacteristics, applications, and conceptual overlaps of various DATs, uncovering 39 distinct technologies categorized under three overarching concepts: assistants, chatbots, and agents. Despite shared functionalities, terminological inconsistencies persist across different sectors, presenting challenges for both academic research and practical implementation. This review emphasizes the need for standardized terminology and clearer classification frameworks to facilitate broader DAT adoption across organizational contexts.</abstract>
    <parentTitle language="eng">Proceedings of tenth international congress on information and communication technology : ICICT 2025, London, Volume 9</parentTitle>
    <identifier type="doi">10.1007/978-981-96-6438-2_15</identifier>
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    <licence>Keine Lizenz - Es gilt das deutsche Urheberrecht: § 53 UrhG</licence>
    <author>Markus Westner</author>
    <author>Niklas Preiss</author>
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    <collection role="institutes" number="">Labor Regensburg Strategic IT Management (ReSITM)</collection>
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