TY - JOUR A1 - Appelhans, Marie-Luise A1 - Kampmann, Matthias A1 - Mottok, Jürgen A1 - Riederer, Michael A1 - Nagl, Klaus A1 - Steffens, Oliver A1 - Dünnweber, Jan A1 - Wildgruber, Markus A1 - Roth, Julius A1 - Stadler, Timo A1 - Palm, Christoph A1 - Weiß, Martin Georg A1 - Rochholz, Sandra A1 - Bierl, Rudolf A1 - Gschossmann, Andreas A1 - Haug, Sonja A1 - Schmidbauer, Simon A1 - Koch, Anna A1 - Westner, Markus A1 - Bary, Benedikt von A1 - Ellermeier, Andreas A1 - Vögele, Daniel A1 - Maiwald, Frederik A1 - Hierl, Stefan A1 - Schlamp, Matthias A1 - Ehrlich, Ingo A1 - Siegl, Marco A1 - Hüntelmann, Sven A1 - Wildfeuer, Matthias A1 - Brückl, Oliver A1 - Sterner, Michael A1 - Hofrichter, Andreas A1 - Eckert, Fabian A1 - Bauer, Franz A1 - Dawoud, Belal A1 - Rabl, Hans-Peter A1 - Gamisch, Bernd A1 - Schmidt, Ottfried A1 - Heberl, Michael A1 - Thema, Martin A1 - Mayer, Ulrike A1 - Eller, Johannes A1 - Sippenauer, Thomas A1 - Adelt, Christian A1 - Haslbeck, Matthias A1 - Vogl, Bettina A1 - Mauerer, Wolfgang A1 - Ramsauer, Ralf A1 - Lohmann, Daniel A1 - Sax, Irmengard A1 - Gabor, Thomas A1 - Feld, Sebastian A1 - Linnhoff-Popien, Claudia A1 - Ławrowski, Robert Damian A1 - Langer, Christoph A1 - Schreiner, Rupert A1 - Sellmair, Josef ED - Baier, Wolfgang T1 - Forschung 2019 BT - Thema: Künstliche Intelligenz N2 - Bericht mit Forschungsprojekten aus verschiedenen Bereichen der OTH Regensburg mit dem Schwerpunktthema "Künstliche Intelligenz" und einem Gespräch zur "Medizin der Zukunft" T3 - Forschungsberichte der OTH Regensburg - 2019 KW - Forschung KW - Forschungsbericht KW - Künstliche Intelligenz Y1 - 2019 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-7890 SN - 978-3-9818209-7-3 CY - Regensburg ER - TY - JOUR A1 - Bary, Benedikt von A1 - Westner, Markus A1 - Strahringer, Susanne T1 - How decision maker's personal preferences influence the decision to backsource IT services JF - Journal of Information Technology Management (JITM) N2 - To prepare their IT landscape for future business challenges, companies are changing their IT sourcing arrangements by using selective sourcing approaches as well as multi-sourcing with more but smaller sourcing contracts. Companies therefore have to reconsider and re-evaluate their IT sourcing setup more frequently. Collecting data from 251 global experts, we empirically tested the effect of service quality, relationship quality, and switching costs on IT sourcing decisions using partial least squares (PLS) analysis. Drawing on previously conducted expert interviews, our model extends previous studies and introduces a decision maker’s sourcing preferences as a not yet examined moderator on IT sourcing decisions. This allows us to investigate the influence of the decision maker’s beliefs on the decision process. We were able to confirm the negative effect of switching costs on a decision in favor of backsourcing, however we could not find significant support for the remaining hypotheses. We further discuss potential reasons for our findings and suggest future research opportunities based on our contribution. KW - Outsourcing KW - Backsourcing KW - back-in-house KW - information technology KW - partial least squares Y1 - 2019 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-233 UR - https://jitm.ubalt.edu/XXX-3/article1.pdf VL - 30 IS - 3 SP - 1 EP - 22 ER - TY - JOUR A1 - Strasser, Artur A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Knowledge transfer in IS offshoring BT - A Delphi study of the offshore coordinator role JF - Journal of Systems and Information Technology N2 - Purpose This paper aims to investigate the main tasks, necessary skills, and the implementation of the offshore coordinator’s role to facilitate knowledge transfer in information systems (IS) offshoring. Design/methodology/approach This empirical exploratory study uses the classical Delphi method that includes one qualitative and two quantitative rounds to collect data on IS experts’ perceptions to seek a consensus among them. Findings The participants agreed, with strong consensus, for a set of 16 tasks and 15 skills. The tasks focused primarily on relationship management and facilitating knowledge transfer on different levels. The set of skills consists of approximately 25 per cent “hard” skills, e.g. professional language skills and project management skills, and approximately 75 per cent “soft” skills, e.g. interpersonal and communication skills and the ability to deal with conflict. Two factors mainly influence implementing the offshore coordinator role: project size and the number of projects to be supported simultaneously. Practical implications The findings provide indications of how to define and fulfill this crucial role in practice to facilitate the knowledge transfer process in a positive way. Originality/value Similarities in previous research findings are aggregated to examine the intermediate role in detail from a consolidated perspective. This results in the first comprehensive set of critical tasks and skills assigned to the competency dimensions of the universal competency framework, demonstrating which and how many competency dimensions are critical. KW - Knowledge transfer KW - Delphi KW - IS offshoring KW - Offshoring coordinator KW - universal competency framework KW - Betriebliches Informationssystem KW - Offshoring KW - DV-Koordinator KW - Wissensmanagement Y1 - 2019 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-294 UR - https://doi.org/10.1108/JSIT-01-2018-0008 SN - 1328-7265 VL - 21 IS - 1 SP - 36 EP - 62 ER - TY - JOUR A1 - Könning, Michael A1 - Westner, Markus A1 - Strahringer, Susanne T1 - A Systematic Review of Recent Developments in IT Outsourcing Research JF - Information Systems Management N2 - Incomplete conceptualization of the information technology outsourcing (ITO) literature represents a challenge for navigating extant research and engaging into purposeful academic discourse. We extend the analysis of empirical findings on determinants of ITO decisions, outcomes, and governance. We identify increasing levels of research maturity, analyze effects of 38 new independent variables, highlight contradictory findings, and observe increasing interest in emerging topics such as innovation through ITO and multisourcing. KW - Outsourcing KW - Informationstechnik KW - Literaturbericht KW - Information Technology KW - Outsourcing KW - Literature Review KW - Sourcing outcomes KW - Sourcing decisions Y1 - 2019 UR - https://doi.org/10.1080/10580530.2018.1553650 VL - 36 IS - 1 SP - 78 EP - 96 PB - Taylor & Francis ER - TY - CHAP A1 - Könning, Michael A1 - Heinrich, Kai A1 - Leyh, Christian A1 - Westner, Markus T1 - A quantitative analysis of culture-induced differences in pivotal IT outsourcing contract features T2 - Proceedings of the 27th European Conference on Information Systems (ECIS 2019): Stockholm & Uppsala, Sweden, June 8-14 N2 - 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. KW - IT Sourcing KW - IT Outsourcing KW - Sourcing Strategy KW - Contract Design KW - Cultural Regions KW - Betriebliches Informationssytem KW - Outsourcing KW - Vertrag KW - Kultur Y1 - 2019 UR - https://aisel.aisnet.org/cgi/viewcontent.cgi?article=1115&context=ecis2019_rp SP - 1 EP - 15 ER - TY - CHAP A1 - Wulf, Frederik A1 - Westner, Markus A1 - Schön, Maximilian A1 - Strahringer, Susanne A1 - Loebbecke, Claudia T1 - Preparing for a Digital Future: Cloud Strategy at Continental AG T2 - Proceedings of the 40th International Conference on Information Systems (ICIS 2019): Munich, Germany, December 15-18 N2 - 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. KW - Cloud Computing KW - Strategy KW - Implementation KW - Adoption KW - Knowledge transfer KW - Cloud Computing KW - Implementierung Y1 - 2019 UR - https://aisel.aisnet.org/icis2019/practice_is_research/practice_is_research/1/ SP - 1 EP - 16 ER - TY - CHAP A1 - Grundler, Andreas A1 - Westner, Markus T1 - Scaling Agile Frameworks vs. Traditional Project Portfolio Management BT - Comparison and Analysis T2 - Proceedings of the International Conferences on Internet Technologies & Society (ITS 2019), Hongkong N2 - 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. KW - Project Portfolio Management KW - PPM KW - Scaling Agile Frameworks KW - Agile at Large KW - Agile Softwareentwicklung KW - SAFe 〈Informatik〉 KW - Projektmanagement KW - Portfoliomanagement Y1 - 2019 UR - http://www.iadisportal.org/digital-library/scaling-agile-frameworks-vs-traditional-roject-portfolio-management-comparison-and-analysis SN - 978-989-8533-84-5 SP - 51 EP - 62 ER - TY - CHAP A1 - Zemler, Florian A1 - Westner, Markus T1 - Blockchain and GDPR BT - Application Scenarios and Compliance Requirements T2 - Proceedings of the 30th Portland International Conference for Management of Engineering an Technology (PICMET), 2019, Portland, Oregon N2 - Blockchain and the European General Data Protection Regulation (GDPR) are two topics that are currently highly discussed in academia and amongst professionals. The Blockchain technology is claimed to revolutionize how business is being conducted by its way of storing data and sharing it with others. The recently introduced GDPR has a huge impact on processing personal data because it brought major changes to privacy regulation. This might also affect the processing of personal data in Blockchain-based application scenarios. Based on literature analysis, the paper at hand provides an overview of the Blockchain technology, presents a decision model, and introduces two possible Blockchain application scenarios. It analyses relevant requirements of the GDPR in view of processing personal data and compares these with the fundamental principles of the Blockchain technology. The paper concludes that processing personal data in the Blockchain is violating the GDPR because it conflicts with fundamental specification of this regulation. This finding reveals the need for further research to propose concepts and frameworks for a GDPR-compliant processing of personal data using Blockchain technology. KW - Blockchain KW - GDPR KW - Blockchain KW - Europäische Union KW - Datenschutz-Grundverordnung Y1 - 2019 UR - https://doi.org/10.23919/PICMET.2019.8893923 ER - TY - CHAP A1 - Wulf, Frederik A1 - Strahringer, Susanne A1 - Westner, Markus T1 - Information security risks, benefits, and mitigation measures in cloud sourcing T2 - Proceedings of the IEEE 21th Conference on Business Informatics (CBI): 2019, Moscow, Russia N2 - This paper develops a categorization of cloud security risks, elaborates how they impact information security, and discusses potential security benefits from cloud sourcing. This review integrates the literature on information systems and computer science to summarize managerial and technological mitigation measures that enhance cloud security. The analysis uncovers gaps regarding the empirical investigation of security considerations in the corporate decision-making process. Specifically, the micro level of how security comes into play in the decision-making process and whether mitigation measures proposed by scholars are practically feasible requires further investigation. Furthermore, the macro level, how stakeholders perceive cloud sourcing, is not yet well understood. KW - Cloud Computing KW - Security KW - Risks KW - Mitigation KW - Cloud Computing KW - Datensicherheit Y1 - 2019 UR - 10.1109/CBI.2019.00036 SP - 258 EP - 267 ER - TY - JOUR A1 - Strahringer, Susanne A1 - Westner, Markus A1 - Bary, Benedikt von T1 - IT-Backsourcing JF - Das Wirtschaftsstudium : wisu N2 - The importance of information systems (IS) for companies has grown rapidly over the recent years. For example, companies from various industries are focusing their efforts to digitize business models, to adopt agile forms of collaboration, and to leverage automation of routine tasks. This forces companies to review their IS sourcing strategies and to potentially consider alternatives for current outsourcing contracts. One potential option could be to backsource IS services currently performed by external vendors. Based on empirical observations, previous academics defined it as the repatriation of all assets, activities, and skills needed to perform IS services back in-house, which had been outsourced previously to one or multiple vendors. The distinctive characteristic of backsourcing is the change in ownership back to the mother organization. This distinguishes the term backsourcing from similar terms, e.g., backshoring, reshoring, or relocating, which rather focus on the change in location of the service delivery. At the initial sourcing decision, the strategy to outsource an IS service was considered most promising. However, certain developments both inside the company, but also on a broader industry level may lead to a re-evaluation of the situation and thus to an adjustment of the original sourcing strategy. Over the last years, there has been a strong increase in cloud-based services and a shift towards the deployment of standardized, almost “industrialized” applications as services. Before, large companies leveraged their size in realizing economies of scale within their sourcing volumes. The raise of cloud computing as well as standardization of service delivery decreased those benefits and led towards a decline in large outsourcing contracts across a variety of services and a growth of multi-sourcing of individual IS services from the respective “best-in-breed” vendors for shorter time periods. Besides sourcing the best vendor for each service, companies that implement multi-sourcing strategies additionally aim for cost benefits due to an increased competition between vendors, and an increase in agility and adaptability. At the same time, a move towards multi-sourcing strategies with shorter contract durations leads to an increase in so-called “second generation sourcing decisions”, namely whether to continue outsourcing a respective service or to bring the service back in-house. Given the developments within the IS environment, this research projects aims at understanding why IS services are backsourced and which factors influence a company’s decision to backsource an IS service. KW - Betriebliches Informationssystem KW - Insourcing KW - IT-Backsourcing KW - Information systems KW - Outsourcing KW - Rückverlagerung KW - Auslagerung Y1 - 2019 IS - 6 SP - 702 EP - 706 PB - Lange ; Mohr CY - Düsseldorf ; Tübingen ER - TY - JOUR A1 - von Bary, Benedikt A1 - Westner, Markus A1 - Strahringer, Susanne T1 - IT Backsourcing BT - Insights and Implications From a Global Survey With IT Practitioners JF - International Journal of IT/Business Alignment and Governance N2 - With the growing importance of IT as competitive advantage, companies aim to increase their digital transformation activities. Consequently, companies are also revisiting their existing IT sourcing arrangements. In the article at hand, the authors explore the concept of IT backsourcing by presenting the results from a quantitative online survey with global IT practitioners. The authors confirm that backsourcing is frequently applied in practice, with key reasons being dissatisfaction with service or relationship quality and higher than expected costs. Further, the authors identify IT services with an increased likelihood of being backsourced, e.g., application development or data center, and discuss the effect of a CIO change on the backsourcing decision. In addition, the authors show that there are differences in the perceptions on the antecedents and the results of backsourcing decisions between management and operational level. The authors conclude with practical implications for IT managers based on their findings. KW - Outsourcing KW - Backsourcing KW - Business-IT Alignment KW - CIO Change KW - Digital Transformation KW - Insourcing Y1 - 2019 U6 - https://doi.org/10.4018/IJITBAG.2019070102 VL - 10 IS - 2 PB - IGI Global ER - TY - JOUR A1 - Kopper, Andreas A1 - Klotz, Stefan A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Shadow IT and Business-managed IT BT - Practitioner Perceptions and Their Comparison to Literature JF - Journal of Information Technology Management (JITM) N2 - 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. KW - Corporate Governance KW - Strategisches Management KW - Shadow IT KW - Business-managed IT KW - IT governance KW - Agility KW - Business-IT alignment KW - Informationsmanagement Y1 - 2019 UR - http://home.thejitm.org/XXX-4/contents.html SN - 1042-1319 VL - 30 IS - 4 ER - TY - JOUR A1 - Klotz, Stefan A1 - Kopper, Andreas A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Causing factors, outcomes, and governance of Shadow IT and business-managed IT BT - A systematic literature review JF - International Journal of Information Systems and Project Management N2 - 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. KW - Shadow IT KW - Business-managed IT KW - IT governance KW - literature review KW - outcomes KW - Betriebliches Informationssystem KW - Datensicherung KW - Literaturbericht Y1 - 2019 UR - http://www.sciencesphere.org/ijispm/archive/ijispm-070102.pdf U6 - https://doi.org/10.12821/ijispm070102 SN - 2182-7796 SN - 2182-7788 SN - 2182-780X VL - 7 IS - 1 SP - 15 EP - 43 ER - TY - CHAP A1 - Klotz, Stefan A1 - Westner, Markus A1 - Strahringer, Susanne A1 - Schieder, Christian T1 - Transformed Knowledge Sharing Through Business-managed IT and Shadow IT T2 - Proceedings of the 25th Americas Conference on Information Systems (AMCIS 2019), Cancún, Mexiko, August 15-17 N2 - 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. KW - Business-managed IT KW - Shadow IT KW - knowledge sharing KW - knowledge management system Y1 - 2019 UR - https://aisel.aisnet.org/amcis2019/org_transformation_is/org_transformation_is/5/ SP - 1 EP - 10 PB - AIS ER - TY - CHAP A1 - Könning, Michael A1 - Heinrich, Kai A1 - Leyh, Christian A1 - Westner, Markus T1 - A quantitative analysis of regional differences in pivotal IT outsourcing contract features T2 - Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm & Uppsala, Sweden, June 8-14, 2019 (ECIS 2019 proceedings) N2 - 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 KW - Contract Design KW - Cultural Regions KW - IT Outsourcing KW - IT Sourcing KW - Sourcing Strateg Y1 - 2019 UR - 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 SN - 978-1-7336325-0-8 SP - 1 EP - 15 PB - Association for Information Systems ER -