TY - JOUR A1 - Kratzer, Simon A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Four Decades of Chief Information Officer Research BT - A Literature Review and Research Agenda Based on Main Path Analysis JF - ACM SIGMIS Database: the DATABASE for Advances in Information Systems N2 - Despite the relevance and maturity of the Chief Information Officer (CIO) research field, no studies exist that exhaustively summarize the current body of knowledge, focusing on the development of the field over its entire timespan. The paper at hand addresses this research gap and presents an exhaustive literature review on the CIO research field using main path analysis. We identify the central papers in CIO research and eight main research streams by quantitatively and qualitatively analyzing 466 papers. We find that established research streams, e.g., 'Evolving role of the CIO' and 'CIO hierarchical position and relationships' as well as recently emerging research streams, e.g., 'CIO as business enabler' and 'CIOs and IT security,' draw growing attention. Based on our findings, we develop promising further avenues for research in the CIO field. KW - Applied computing KW - Enterprise computing KW - IT governance KW - Informationsmanager KW - Literaturbericht KW - Chief Information Officer KW - Literature review KW - Research agenda KW - Main Path Analysis KW - Bibliometric Analysis Y1 - 2023 U6 - https://doi.org/10.1145/3614178.3614182 N1 - Preprint unter: https://opus4.kobv.de/opus4-oth-regensburg/frontdoor/index/index/docId/5420 VL - 54 IS - 3 SP - 37 EP - 74 PB - ACM ER - TY - JOUR A1 - Kratzer, Simon A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Traction with fraction: Strategic IS management in SMEs through Fractional CIOs JF - International Journal of Information Systems and Project Management N2 - Small and medium-sized enterprises (SMEs) increasingly need to manage nformation technology (IT) effectively in order to remain competitive. However, compared to larger organizations, SMEs often face challenges in terms of resources and employer attractiveness, and regularly do not have the need to employ a Chief Information Officer (CIO) on a full-time basis. To address this issue, a growing number of global experts have begun to provide CIO services on a part-time basis for multiple clients simultaneously. This approach allows SMEs to tap into the expertise of experienced IT leaders at a fraction of the cost and without committing to long-term arrangements. While these professionals, known as “Fractional CIOs”, have proven their value in the field, there has been a lack of academic research on this emerging trend. Therefore, we carried out a comprehensive research project between 2020 and 2023, involving 62 Fractional CIOs from 10 countries. The research produced a definition, different types of engagements, and success factors for Fractional CIOs and their engagements. This paper summarizes these findings for a wider audience of academics and practitioners. KW - Fractional CIO KW - Chief Information Officer KW - SMEs KW - small businesses Y1 - 2024 U6 - https://doi.org/10.12821/ijispm120101 SN - 2182-7788 VL - 12 IS - 1 SP - 5 EP - 16 ER - TY - JOUR A1 - Brosig, Christoph A1 - Gräubig, Dix M. A1 - Strahringer, Susanne A1 - Westner, Markus T1 - Prerequisites and Causal Recipes for Manufacturers’ IT-Enabled Service Innovation Success JF - Communications of the Association for Information Systems N2 - For manufacturing firms, success in innovating IT-enabled services is a critical antecedent to benefit from digital servitization of their business models. Digital servitization literature has explored mechanisms for success in innovating IT-enabled services, indicating that the phenomenon is multifaceted and needs to be explained from multiple theoretical perspectives. We derive a conceptual model for success in innovating IT-enabled services covering its multifaceted nature by referring to knowledge-based and organizational control theory. We test this model using qualitative cases of IT-enabled service innovation initiatives in manufacturing firms and use set-theoretic analyses to account for the multifaceted nature of the phenomenon. The necessary condition analysis yields that a certain degree of service innovation capabilities is a prerequisite for success. With the results of a qualitative comparative analysis, we obtain five solution terms as causal recipes for success in innovating IT-enabled services. Our results contribute to research by offering a theory-based approach that explains the multiplicity of success in IT-enabled service innovation. Practitioners benefit from our results by understanding prerequisites and causal recipes for success while learning from unsuccessful initiatives in innovating IT-enabled services of manufacturing firms. Our study is also an example of how to rigorously calibrate qualitative data using a structured approach. Y1 - 2024 U6 - https://doi.org/10.17705/1CAIS.05509 SN - 1529-3181 VL - 55 SP - 205 EP - 256 PB - Association for Information Systems, AIS ER - TY - JOUR A1 - Kopper, Andreas A1 - Fürstenau, Daniel A1 - Zimmermann, Stephan A1 - Klotz, Stefan A1 - Rentrop, Christopher A1 - Rothe, Hannes A1 - Strahringer, Susanne A1 - Westner, Markus T1 - Shadow IT and Business-Managed IT: A Conceptual Framework and Empirical Illustration JF - International Journal of IT/Business Alignment and Governance (IJITBAG) N2 - Research on Shadow IT is facing a conceptual dilemma in cases where previously “covert” systems developed by business entities are integrated in the organizational IT management. These systems become visible, are thus not “in the shadows” anymore, and subsequently do not fit to existing definitions of Shadow IT. Practice shows that some information systems share characteristics of Shadow IT but are created openly in alignment with the IT organization. This paper proposes the term “Business-managed IT” to describe “overt” information systems developed or managed by business entities and distinguishes it from Shadow IT by illustrating case vignettes. Accordingly,our contribution is to suggest a concept and its delineation against other concepts. In this way, IS researchers interested in IT originated from or maintained by business entities can construct theories with a wider scope of application that are at the same time more specific to practical problems. In addition, the terminology allows to value potentially innovative developments by business entities more adequately. KW - Alignment KW - Business-managed IT KW - IT governance KW - Shadow IT KW - Unternehmen KW - Informationstechnik KW - Datensicherung KW - Organizational IT management Y1 - 2018 U6 - https://doi.org/10.4018/IJITBAG.2018070104 VL - 9 IS - 2 SP - 53 EP - 71 PB - IGI Global ER - TY - JOUR A1 - Käss, Sebastian A1 - Strahringer, Susanne A1 - Westner, Markus T1 - A Multiple Mini Case Study on the Adoption of Low Code Development Platforms in Work Systems JF - IEEE Access N2 - Although adopting Low Code Development Platforms (LCDPs) promises significant efficiency and effectiveness improvements for application development, its adoption still needs further empirical research. This paper uses a combinatorial approach to research LCDP adoption and presents the results of a multiple mini case study with 36 cases on LCDP adoption. A combination of the Socio-Technical Systems theory and the Technology-Organisational-Environment model is used as a theoretical lens. In this paper, we show that LCDP adoption is a multifaceted phenomenon and identify three archetypes for LCDP adoption (i.e., IT Resource Shortage Mitigators, Application Development Democratisers, and Synergy Realisers) and one archetype for LCDP non-adoption (i.e., Intricacy Adversaries). Each archetype can be interpreted as an individual path towards LCDP (non-)adoption. Based on these archetypes, we derive seven starting points for practitioners to adopt LCDPs in work systems. Moreover, by using the theoretical lenses, the paper shows that for an LCDP adoption to occur, an optimisation of the social and technical sub-systems is required. KW - Low Code Development Platform KW - Adoption KW - Case study Y1 - 2023 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-65634 SN - 2169-3536 N1 - Corresponding author: Markus Westner SP - 118762 EP - 118786 PB - IEEE 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 - Käss, Sebastian A1 - Brosig, Christoph A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Short and sweet: multiple mini case studies as a form of rigorous case study research JF - Information Systems and e-Business Management N2 - Case study research is one of the most widely used research methods in Information Systems (IS). In recent years, an increasing number of publications have used case studies with few sources of evidence, such as single interviews per case. While there is much methodological guidance on rigorously conducting multiple case studies, it remains unclear how researchers can achieve an acceptable level of rigour for this emerging type of multiple case study with few sources of evidence, i.e., multiple mini case studies. In this context, we synthesise methodological guidance for multiple case study research from a cross-disciplinary perspective to develop an analytical framework. Furthermore, we calibrate this analytical framework to multiple mini case studies by reviewing previous IS publications that use multiple mini case studies to provide guidelines to conduct multiple mini case studies rigorously. We also offer a conceptual definition of multiple mini case studies, distinguish them from other research approaches, and position multiple mini case studies as a pragmatic and rigorous approach to research emerging and innovative phenomena in IS. KW - Case study research KW - Multiple mini case study KW - Short case study KW - Methodological guidance Y1 - 2024 U6 - https://doi.org/10.1007/s10257-024-00674-2 PB - Springer Nature ER - TY - JOUR A1 - Klotz, Stefan A1 - Kopper, Andreas A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Von Schatten-IT zu Business-managed IT: Fachbereichs-IT gezielt gestalten JF - Wirtschaftsinformatik & Management N2 - Fachbereichs-IT, Schatten-IT, Business-managed IT. All diese Begriffe beschreiben IT, die neben den eigentlichen, regulären IT-Systemen oder -Prozessen in Unternehmen existieren und von Mitarbeiterinnen und Mitarbeitern der Fachbereiche genutzt werden. Im Fall von„Schatten-IT“ handelt es sich um IT-Systeme und -Prozesse (IT-Instanzen), die sich ohne Kenntnis der IT-Verantwortlichen etabliert haben; im Fall von„Business-managed IT“ entstehen die IT-Systeme und -Prozesse in Kenntnis der bzw. in Abstimmung mit den IT-Verantwortlichen im Unternehmen.„Fachbereichs-IT“ subsumiert Schatten-IT und Business-managed IT. Welche Ursachen führen zu solchen IT-Instanzen, welche Potenziale und Risiken haben diese IT-Instanzen und wie lassen sie sich steuern? KW - Business-managed IT KW - Fachbereichs IT KW - IT Governance KW - Schatten IT KW - Shadow IT Y1 - 2022 U6 - https://doi.org/10.1365/s35764-022-00421-7 SN - 1867-5913 SN - 1867-5905 VL - 14 IS - 4 SP - 282 EP - 287 PB - Springer Nature ER - TY - CHAP A1 - Klotz, Stefan A1 - Westner, Markus A1 - Strahringer, Susanne T1 - From Shadow IT to Business-managed IT and Back Again BT - How Responsibility for IT Instances Evolves Over Time T2 - Pacific Asia Conference on Information Systems (PACIS): 2020, Dubai N2 - Today, information technology (IT) is not anymore solely deployed and maintained by the IT organization, but also by business units. IT deployed or managed by business units is called Shadow IT (without alignment with the IT organization) or Business-managed IT (in alignment or a split responsibility model with the IT organization), contrasting “classical” IT. However, the responsibility for deployed IT might change over time. Therefore, this paper conceptualizes the progression of the responsibility for IT as a trajectory through initialization, potential transitions, and discontinuance. The paper illustrates this conceptual framework using four exemplary case vignettes of IT instances. Empirical findings of the case vignettes determine indications when employees initialize an IT instance as Shadow IT, Business-managed IT, or IT-managed systems and reasons why the responsibility for an IT instance changes over time. The results suggest that scholars and practitioners should add a temporal dimension to the governance of IT instances. KW - IT-Governance KW - Shadow IT KW - Business-managed IT KW - Shadow IT KW - Business-managed IT KW - IT governance KW - trajectory KW - application governance Y1 - 2020 UR - https://aisel.aisnet.org/pacis2020/94/ 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 - JOUR A1 - Klotz, Stefan A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Critical Success Factors of Business-managed IT: It Takes Two to Tango JF - Information Systems Management N2 - This paper identifies critical success factors of Business-managed IT based on case study results. Four groups of critical success factors emerge: (1) general approach to Business-managed IT/Business-managed IT strategy, (2) Business-managed IT project prerequisites/Business-managed IT team, (3) Business-managed IT project execution and outcome, and (4) information technology management for Business-managed IT. The results suggest that bilateral responsibility between the business unit and the IT organization is the most favorable governance option for Business-managed IT. KW - Betriebliches Informationssystem KW - Strategisches Management KW - Erfolgsfaktor KW - Fallstudie KW - Business-managed IT KW - Shadow IT KW - critical success factors KW - IT governance KW - application governance Y1 - 2022 U6 - https://doi.org/10.1080/10580530.2021.1938300 VL - 39 IS - 3 SP - 220 EP - 240 PB - Taylor&Francis 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 - Köhler, Jessica A1 - Harl, Maximilian Victor A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Can AI be a Scholar? A Systematic Review on the Role of Generative AI in Systematic Literature Reviews T2 - 2025 27th International Conference on Business Informatics (CBI), 09-12. September 2025, Lisbon, Portugal N2 - Systematic literature reviews (SLRs) are foundational for research but resource-intensive to conduct. With the rise of large language models (LLMs) such as ChatGPT, generative AI (GenAI) tools are being increasingly explored for their potential to support and transform the SLR process. This study presents a systematic review of peerreviewed articles that examine how LLM-based GenAI tools are used in different SLR phases. Following the PRISMA 2020 guidelines, we screened 1,846 publications published since January 2021 until April 2025 and selected 54 for in-depth analysis. Each study was coded by review phase, prompting approach, automation level, validation type and challenges. Our findings show that GenAI is most often used to support in the screening, search, and writing phases, typically through Basic Prompting and under human oversight. While many studies report efficiency gains, concerns remain regarding validity, transparency, and methodological rigor. Moreover, GenAI is frequently applied to isolated tasks but is rarely embedded in a structured, methodologically guided review processhighlighting the need for clearer phase-specific guidance and standards. We offer a structured, phase-specific synthesis that highlights both the promise and the current limitations of GenAI in literature reviews and thereby offer practical recommendations for the responsible use of GenAI in literature reviews. KW - Generative AI KW - Large Language Models KW - ChatGPT KW - Systematic Literature Review KW - Evidence Synthesis KW - AI-assisted Literature Review Y1 - 2025 U6 - https://doi.org/10.1109/CBI68102.2025.00012 PB - IEEE ER - TY - JOUR A1 - Käss, Sebastian A1 - Strahringer, Susanne A1 - Westner, Markus T1 - Archetypes, Situations, and Practices : a Guide to Successful Low-Code Adoption JF - Information Resources Management Journal N2 - This paper extends prior work on low-code by explaining when adoption archetypes occur and how to use them. Motivated by information technology (IT) talent shortages and uneven low-code development platform (LCDP) outcomes, the paper seeks practical guidance for post-adoption choices in work systems. Using a multiple mini case study of 36 cases in large German organizations, this study analyzes interviews and context questionnaires with within-/cross-case coding and pattern matching against a 13-factor model. This analysis identifies situations that trigger three adoption archetypes—application development democratizers, synergy realizers, and IT resource shortage mitigators—and one non-adoption archetype, intricacy adversaries. The analysis also maps advantages and disadvantages and distills 12 good practices. Across adoption cases, efficiency is the dominant goal, whereas non-adoption stems from high application sophistication. The results give actionable guidance: align goals to an archetype, stick to LCDP standards, involve IT and foster an open culture, invest in skilling, reuse platform components, and reserve LCDPs for less-complex apps while planning architecture early. KW - Business-managed IT KW - Low-Code Development KW - Citizen Development KW - Shadow IT KW - Multiple Mini Case Studies KW - Work Systems Theory KW - Good Practices Y1 - 2025 U6 - https://doi.org/10.4018/IRMJ.396005 SN - 1040-1628 VL - 38 IS - 1 PB - IGI Global ER -