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 - Strahringer, Susanne A1 - Westner, Markus A1 - Kobus, Jörn T1 - Lean IT BT - Lean Management in IT-Organisationen JF - WISU - Das Wirtschaftsstudium KW - Informationstechnik KW - Lean Management Y1 - 2017 IS - 1 SP - 87 EP - 92 ER - TY - CHAP A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Current state of IS offshoring research BT - A descriptive meta-analysis T2 - Mäkiö, Juho; Betz, Stefanie; Stephan, Rolf (Eds.): Offshoring of software development. Methods and tools for risk management. Karlsruhe: Universitätsverlag Karlsruhe N2 - This paper empirically examines the current state of the IS offshoring phenomenon in Germany regarding project characteristics and success patterns. Relying on a sample of 304 projects conducted at various industry sectors and companies, results show that IS offshoring primarily occurs in sectors Telecommunications and IT at large corporations. Cost reduction is the main reason for going offshore and offshore projects are executed as part of a larger program at companies. Noticeably, most projects are delivered from India. Additionally, neither captive offshoring nor offshore outsourcing dominates as a de-livery option. Comparing different project subgroups regarding project success, the results reveal that projects delivered by an internal or partially owned service provider are more successful. Other project characteristics such as a project’s embedded-ness in a larger offshoring program, a project’s size, or a project’s offshoring degree in terms of relatively offshored labor hours show few significant differences. The paper addresses the paucity of empirical research on the current state of the IS offshoring phenomenon in Germany. KW - Informationsmanagement KW - Offshoring KW - Erfolgsfaktor KW - Offshoring KW - Nearshoring KW - Informations systems sourcing KW - Outcome KW - Project success KW - Success factors Y1 - 2007 UR - http://jitm.ubalt.edu/XXI-1/article4.pdf SP - 7 EP - 22 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 - Westner, Markus A1 - Strahringer, Susanne T1 - From Shadow IT to Business-managed IT: A qualitative comparative analysis to determine configurations for successful management of IT by business entities JF - Information Systems and e-Business Management N2 - Shadow IT describes covert/hidden IT systems that are managed by business entities themselves. Additionally, there are also overt forms in practice, so-called Business-managed IT, which share most of the characteristics of Shadow IT. To better understand this phenomenon, we interviewed 29 executive IT managers about positive and negative cases of Shadow IT and Business-managed IT. By applying qualitative comparative analysis (QCA), we derived four conditions that characterize these cases: Aligned, local, simple, and volatile. The results show that there are three sufficient configurations of conditions that lead to a positive outcome; one of them even encompasses Shadow IT. The most important solution indicates that IT systems managed by business entities are viewed as being positive if they are aligned with the IT department and limited to local requirements. This allows to balance local responsiveness to changing requirements and global standardization. In contrast, IT systems that are not aligned and permanent (and either organization-wide or simple) are consistently considered as negative. Our study is the first empirical quantitative–qualitative study to shed light on the success and failure of Shadow IT and Business-managed IT. KW - Informationsmanagement KW - Wirtschaftsinformatik KW - Business-managed IT KW - Shadow IT KW - IT governance KW - Qualitative comparative analysis (QCA) Y1 - 2020 U6 - https://doi.org/10.1007/s10257-020-00472-6 VL - 18 IS - 2 SP - 209 EP - 257 ER - TY - JOUR A1 - von Bary, Benedikt A1 - Westner, Markus A1 - Strahringer, Susanne T1 - IT-Backsourcing BT - Empirische Erkenntnisse und Handlungsempfehlungen für eine erfolgreiche Re-Integration der IT-Serviceerbringung JF - HMD Praxis der Wirtschaftsinformatik N2 - IT-Backsourcing bezeichnet die Re-Integration vormals outgesourcter IT-Services zurück zum auslagernden Unternehmen. Die vorliegende Studie stellt die Ergebnisse einer Umfrage unter IT-Managern zu Einflussfaktoren von IT-Backsourcing-Entscheidungen vor. Es lässt sich feststellen, dass IT-Backsourcing von Unternehmen in unterschiedlichen Branchen und für eine Vielzahl an unterschiedlichen IT-Services, wie z. B. Applikationsentwicklung oder Infrastruktur-Leistungen, durchgeführt wird. Hauptgründe für die Entscheidung für ein IT-Backsourcing sind mangelnde Qualität, hohe Kosten sowie eine schlechte Beziehung zum IT-Dienstleister. Die Ergebnisse der Umfrage zeigen, dass diejenigen Unternehmen, die sich für ein Backsourcing entschieden haben, nach der Entscheidung insgesamt zufriedener waren als diejenigen, die in einer Outsourcing-Beziehung geblieben sind. Zudem werden verschiedene Handlungsempfehlungen für IT-Manager aufgezeigt. Zur Ausarbeitung einer zukunftsorientieren IT-Sourcing-Strategie empfiehlt es sich, eine service-spezifische Sourcing-Strategie zu verfolgen und entsprechend spezialisierte Dienstleister einzusetzen. Im Falle einer Entscheidung für ein IT-Backsourcing sollten verschiedene Erfolgsfaktoren beachtetet werden, wie z. B. eine frühzeitige Neubesetzung von Schlüsselstellen sowie ein lückenloser Wissenstransfer. KW - Betriebliches Informationssystem KW - Insourcing KW - Backsourcing KW - Insourcing KW - IT-Sourcing KW - Re-Integration KW - IT-Service Y1 - 2020 U6 - https://doi.org/10.1365/s40702-020-00591-1 VL - 57 IS - 4 SP - 849 EP - 865 PB - Springer ER - TY - CHAP A1 - Brosig, Christoph A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Revisiting the Concept of IT Capabilities in the Era of Digitalization T2 - 2020 IEEE 22nd Conference on Business Informatics (CBI 2020): Antwerp, Belgium, 22-24 June 2020, proceedings N2 - In the era of digitalization, companies review how to build competitive advantage drawing on their capabilities. In this context, the paper revisits the concept of IT capabilities. We summarize the “canonical” body of literature to characterize how leading scholars conceptualized and differentiated IT capabilities and then we show how new types of IT capabilities (for example, rising from SMACIT technologies) relate to this. We find that the resource-based view is still leading in how to conceptualize IT capabilities. However, an alternative perspective on IT assets is emerging, looking at it from the angle of digital technologies as stacks. Digital technologies form the foundation for a new technology-driven perspective on IT capabilities. This new view complements the established differentiation of IT capabilities considering IT infrastructure flexibility, IT management, and IT personnel capability. Both perspectives describe the explorative and exploitative nature of IT capabilities. This paper helps scholars and practitioners to clearly distinguish different perspectives of IT capabilities on how to build a competitive advantage from IT today. KW - Digital technologies KW - IT capabilities KW - Resource-based view KW - Informationstechnik KW - Digitalisierung KW - Fähigkeit KW - Kompetenz KW - Ressourcenorientierter Ansatz KW - Wettbewerbsvorteil Y1 - 2020 U6 - https://doi.org/10.1109/CBI49978.2020.00017 SP - 84 EP - 93 PB - IEEE ER - TY - JOUR A1 - Wulf, Frederik A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Cloud Computing Adoption: A Literature Review on What Is New and What We Still Need to Address JF - Communications of the Association for Information Systems N2 - Research on cloud computing (CC) recently emerged congruently with the technology’s importance for organizations at a fast pace. This makes it difficult for practitioners to obtain a consolidated overview of what determines CC adoption based on the numerous papers in this regard. Moreover, for further research in the field to add value, it is necessary to identify what still needs to be addressed. In this vein, we conducted a descriptive review of 39 papers, integrating the results of a previous review on 23 papers from 2014, to compare findings across studies. We identify 44 determinant factors that exhibit consistent directional influence on the dependent meta-variable “CC adoption”, extending previous literature reviews with regard to asset, client, and environmental characteristics. We then critically reviewed the research landscape to identify what is there, and what is not yet covered: Future research should specifically regard the adoption of Infrastructure-, Platform-, and Everything-as-a-Service, private, hybrid, and multi-cloud deployment, investigate vendor, solution, and individual characteristics, analyzing information systems, or the decision-maker. KW - Cloud Computing KW - Literaturbericht Y1 - 2021 U6 - https://doi.org/10.17705/1CAIS.04843 SN - 1529-3181 VL - 48 IS - 1 SP - 523 EP - 561 PB - Association for Information Systems, AIS ER - TY - JOUR A1 - Wulf, Frederik A1 - Westner, Markus A1 - Schön, Maximilian A1 - Strahringer, Susanne A1 - Loebbecke, Claudia T1 - Cloud-Computing-Nutzung bei der Continental AG JF - Wirtschaftsinformatik & Management N2 - Dieser Artikel richtet sich an IT-Führungskräfte, die die Nutzung von Cloud Computing (CC) in ihren Unternehmen fördern wollen. Eine Fallstudie des Konzerns Continental AG zeigt, wie Continental CC in großem Maßstab für die Organisation nutzbar machte. Das Unternehmen ging dabei in drei Schritten vor: Nach einer Experimentierphase wurde der Einsatz zunehmend professionalisiert und CC abschließend umfangreich nutzbar gemacht. Hieraus können drei Hand-lungsempfehlungen für Führungskräfte abgeleitet werden: (1) die CC-Strategie nach dem Delivery-Modell differenzieren, (2) in die Integration von Infrastructure-as-a-Service (IaaS)- und Platform-as-a-Service (PaaS)-Anbietern investieren und (3) den Wissenstransfer innerhalb des Unternehmens fördern, um Veränderungen zu ermöglichen. KW - Cloud Computing KW - Unternehmen Y1 - 2021 U6 - https://doi.org/10.1365/s35764-021-00342-x SN - 1867-5905 VL - 13 IS - 4 SP - 302 EP - 309 PB - Springer Nature ER - TY - JOUR A1 - Klotz, Stefan A1 - Kratzer, Simon A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Literary Sketches in Information Systems Research: Conceptualization and Guidance for Using Vignettes as a Narrative Form JF - Information Systems Management N2 - This paper analyzes the usage of vignettes as a narrative form in information systems (IS) research. A review of 48 papers from IS top journals with 119 vignettes exposes the versatile usage of vignettes as a narrative form and shows their usefulness in research communication. The paper conceptualizes vignette usage through a taxonomy and archetypes. To support the future dissemination of this useful narrative technique, it further derives recommendations and guidance for scholars. KW - vignette KW - taxonomy KW - archetype KW - vignette study Y1 - 2022 U6 - https://doi.org/10.1080/10580530.2021.1996661 SN - 1934-8703 VL - 39 IS - 4 SP - 345 EP - 362 PB - Taylor&Francis ER - TY - CHAP A1 - Westner, Markus A1 - von Bary, Benedikt A1 - Strahringer, Susanne T1 - Do Researchers Investigate what Practitioners Deem Relevant? Gaps Between Research and Practice in the Field of Information Systems Backsourcing T2 - 20th IEEE International Conference on Business Informatics (CBI) N2 - There is a common understanding amongst academics that information systems (IS) research sometimes has limited relevance for practitioners. This can be explained by the fact that research lags behind the fast moving IS environment, has limited practical applicability and is hard to access. We have focused on the research area of IS backsourcing, and analyzed practitioner literature to increase our understanding of topics of interest for practitioners, to determine a potential gap between academic and practitioner literature, and to identify future research directions in this field. We observed that most publications are either news or background articles, focusing on describing backsourcing cases. Additionally, we identified four recurring themes, namely reasons for backsourcing, presentation of survey results, discussion of industry trends, and backsourcing success stories. The main reasons identified to trigger backsourcing decisions are cost savings, quality improvements, and increasing control and flexibility. By comparing our findings with academic literature on IS backsourcing, we conclude that generally both literature types cover similar topics. However, researchers have a more formulative or interpretive focus than the often descriptive practitioner literature. Academic literature also examines a broader range of topics, while practitioner literature has a narrower focus. Additionally, we observe one difference regarding applied terminology: while researchers employ the term backsourcing, practitioners mostly use back in-house or insourcing. Our paper contributes to facilitating the exchange between academics and practitioners, presents topics to consider when aiming to increase practical relevance and provides researchers with concrete directions for future research within the field of IS backsourcing. KW - business data processing KW - globalisation KW - information systems KW - outsourcing Y1 - 2018 U6 - https://doi.org/10.1109/CBI.2018.00014 SP - 40 EP - 49 PB - IEEE ER - TY - CHAP A1 - Kopper, Andreas A1 - Furstenau, Daniel A1 - Zimmermann, Stephan A1 - Rentrop, Christopher A1 - Rothe, Hannes A1 - Strahringer, Susanne A1 - Westner, Markus T1 - Business-managed IT: A conceptual framework and empirical illustration T2 - 26. European Conference on Information Systems (ECIS 2018), Protsmouth, UK N2 - Research on Shadow IT is facing a conceptual dilemma in cases where previously “covert” systems developed by business entities (individual users, business workgroups, or business units) are integrated in the organizational IT management. These systems become visible, are therefore 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 department. This paper therefore proposes the term “Business- managed IT” to describe “overt” information systems developed or managed by business entities. We distinguish Business- managed 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, value-laden terminology is complemented by a vocabulary that values potentially innovative developments by business entities more adequately. From a practical point of view, the distinction can be used to discuss the distribution of task responsibilities for information systems. KW - Business-managed IT KW - IT Governance. KW - Shadow IT Y1 - 2018 UR - https://aisel.aisnet.org/ecis2018_rp/77/ ER - TY - JOUR A1 - Westner, Markus A1 - Kratzer, Simon A1 - Drechsler, Andreas A1 - Strahringer, Susanne T1 - The Fractional CIO in SMEs: conceptualization and research agenda JF - Information Systems and e-Business Management N2 - We conceptualize the new phenomenon of the Fractional Chief InformationOfficer (CIO) as a part-time executive who usually works for more than one pri-marily small- to medium-sized enterprise (SME) and develop promising avenuesfor future research on Fractional CIOs. We conduct an empirical study by drawingon semi-structured interviews with 40 individuals from 10 different countries whooccupy a Fractional CIO role. We derive a definition for the Fractional CIO, dis-tinguish it from other forms of employment, and compare it with existing researchon CIO roles. Further, we find four salient engagement types of Fractional CIOsoffering value for SMEs in various situations: Strategic IT management, Restruc-turing, Rapid scaling, and Hands-on support. The results reveal similarities withexisting CIO roles as well as novel insights concerning the different engagementtypes. Lastly, we propose a research agenda for the Fractional CIO field, based onfour research themes derived from existing CIO research and insights from theinterviews. KW - Fractional CIO KW - Virtual CIO KW - IT leadership KW - Part-time management KW - SMEs KW - Small businesses KW - Interim management Y1 - 2022 U6 - https://doi.org/10.1007/s10257-022-00557-4 VL - 20 SP - 581 EP - 611 PB - Springer ER -