TY - JOUR A1 - Wulf, Frederik A1 - Westner, Markus A1 - Strahringer, Susanne T1 - We have a platform, but nobody builds on it – what influences Platform-as-a-Service post-adoption? JF - International Journal of Information Systems and Project Management N2 - When higher-level management of a company has strategically decided to adopt Platform-as-a-Service (PaaS) as a Cloud Computing (CC) delivery model, decision-makers at lower hierarchy levels still need to decide whether they want to post-adopt PaaS for building or running an information system (IS) – a decision that numerous companies are currently facing. This research analyzes the influential factors of this managerial post-adoption decision on the IS-level. A survey of 168 business and Information Technology (IT) professionals investigated the influential factors of this PaaS post-adoption decision. The results show that decision-makers’ perceptions of risks inhibit post-adoption. Vendor trust and trialability reduce these perceived risks. While competitive pressure increases perceived benefits, it does not significantly influence PaaS post-adoption. Controversially, security and privacy, cost savings, and top management support do not influence post-adoption, as opposed to findings on company-level adoption. Subsamples constructed by the form of post-adoptive use (migration of IS, enhancement of IS, new IS development) exhibit better goodness-of-fit measures than the full sample. Future research should explore this interrelation of the form of post-adoptive use and the post-adoption influence factors. KW - Platform-as-a-Service KW - cloud computing KW - post-adoption KW - delivery model Y1 - 2022 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-33778 SN - 2182-7788 VL - 10 IS - 1 SP - 49 EP - 70 ER - TY - JOUR A1 - Strahringer, Susanne A1 - Westner, Markus T1 - Von der IT-Leitung zur (Mit-)Gestaltung der digitalen Transformation BT - Die sich wandelnde Rolle der Führung in der IT JF - HMD Praxis der Wirtschaftsinformatik N2 - Die entsprechenden Antworten, wie die IT-Führung in Unternehmen auszugestalten sei, ist Gegenstand vielfältiger Forschung und im Ergebnis situativ aber nicht abschließend zu beantworten. Das vorliegende Schwerpunktheft greift diesen Aspekt auf und beleuchtet die Zukunft der Führung in der IT. Y1 - 2022 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-39922 VL - 59 SP - 717 EP - 720 PB - Springer ER - TY - CHAP A1 - Wulf, Frederik A1 - Lindner, Tobias A1 - Strahringer, Susanne A1 - Westner, Markus T1 - IaaS, PaaS, or SaaS? The Why of Cloud Computing Delivery Model Selection BT - Vignettes on the Post-Adoption of Cloud Computing T2 - Proceedings of the 54th Hawaii International Conference on System Sciences, 2021 N2 - Most large-scale organizations adopted Cloud Computing (CC) on a company level in recent years. Managers now face the challenge to appropriately implement CC "operationally", i.e., for information systems (ISs). We refer to this as post-adoption, addressing the extent of technology usage after adoption. Specifically, managers need to choose among the CC delivery models Infrastructure-as-a-Service (IaaS), Platform-as-a-Service (PaaS), and Software-asa-Service (SaaS). We differentiate the determinants of this post-adoption decision for IaaS, PaaS, and SaaS. Based on this analysis, we derive criteria that guide managers' delivery model selection: Adopt 1) IaaS for ISs requiring flexibility and reduced time to market, 2) PaaS to access specialized resources, and 3) SaaS to focus on core competencies. Moreover, we analyze the impact on the CC strategy and postulate them as recommendations: I) acknowledge the interplay between governance and time-to-market, II) realize cost savings on company level, and III) consider strategically important ISs for CC. KW - Cloud Computing KW - IT Sourcing Y1 - 2021 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-7913 UR - https://aisel.aisnet.org/hicss-54/os/practice-based_research/5/ SN - 978-0-9981331-4-0 SP - 6285 EP - 6294 ER - TY - GEN A1 - Kratzer, Simon A1 - Strahringer, Susanne A1 - Westner, Markus T1 - Fractional CIOs in SMEs BT - Study Results on an Emerging IT Leadership Model T2 - 2024 2nd International Conference on Management Information Systems (ICMIS 2024), September 28-30, 2024, Tokyo, Japan N2 - To remain competitive, small and medium-sized enterprises (SMEs) need to man-age information technology (IT) effectively. Unlike larger organisations, SMEs often face limited resources and challenges in attracting talent, and typically lack the need for a full-time Chief Information Officer (CIO). In response, a growing number of professionals around the world are offering CIO services on a part-time, shared basis to multiple clients. This model provides SMEs with affordable and flexible access to experienced IT leadership. Known as 'fractional CIOs', these professionals deliver significant value, yet there has been little academic re-search into this phenomenon. Our study, conducted between 2020 and 2023 with 62 Fractional CIOs in 10 countries, aims to fill this gap. It provides a clear defini-tion of fractional CIOs, outlines their engagement models and identifies the key factors that contribute to their success. The findings are intended to enlighten both academics and industry professionals. KW - Fractional CIO KW - Strategic IT Management KW - SME Y1 - 2024 VL - 2 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 - Könning, Michael A1 - Strahringer, Susanne A1 - Westner, Markus T1 - Unraveling the impact of cultural distance on IT outsourcing success BT - Insights from three major sourcing reconfigurations JF - Journal of Enterprise Information Management N2 - PURPOSE IT outsourcing (ITO) has developed into an established practice for organizations but the interorganizational and oftentimes international collaboration it involves comes at a price: Reports from academia and practice suggest that more than 25% of all ITO projects fail, many because of cultural differences between client and provider organizations. Against this background, this paper analyzes the complex nature of cultural distance and its multi-faceted effect on ITO success. DESIGN/METHODOLOGY/APPROACH This paper builds upon extant literature on culture on the national, organizational and team level, conceptualizes its effect on relationship quality and ITO success, and hypothesizes a model on potential moderators and management techniques to offset culture-induced challenges. It then evaluates and refines the model by means of an interpretive qualitative research design for an in-depth single-case study of ProSiebenSat.1 Media SE (P7S1), a leading European media company that reconfigured its IT sourcing model three times in 10 years. FINDINGS The results from interviews with top managers from client and provider organizations represent one of the first integrated views on the critical importance of cultural compatibility on multiple levels, provide manifold examples for its complex effect on ITO success, as well as moderators and potential management techniques to promote ITO success. RESEARCH LIMITATIONS/IMPLICATIONS This paper contributes relevant empirical insights to the growing body of literature on culture and its underestimated role in ITO success. It builds on tentative theory that is confirmed and refined. PRACTICAL IMPLICATIONS The paper helps in substantiating the complex and intangible nature of culture and demonstrates means for its effective management. ORIGINALITY/VALUE The results from interviews with top managers from client and provider organizations represent one of the first integrated views on the critical importance of cultural compatibility on multiple levels, provide manifold examples for its complex effect on ITO success, as well as moderators and potential management techniques to promote ITO success. KW - IT outsourcing KW - Offshoring KW - ITO Success KW - Cultural distance KW - Relationship quality KW - National culture KW - Organizational culture Y1 - 2020 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-8708 VL - 34 IS - 3 SP - 811 EP - 837 PB - Emerald ER - TY - JOUR A1 - Käss, Sebastian A1 - Strahringer, Susanne A1 - Westner, Markus T1 - Practitioners’ Perceptions on the Adoption of Low Code Development Platforms JF - IEEE Access N2 - Organizations are under increasing pressure to develop applications within budget and time at high quality. Therefore, multiple organizations adopt Low Code Development Platforms (LCDP) to develop applications faster and cheaper compared to traditional application development. However, current research on LCDP adoption lacks empirical grounding as well as a deeper understanding of the importance of adoption drivers and inhibitors. We conducted semi-structured interviews and a Delphi study with seventeen experts to address these gaps. As a result, we identified twelve drivers and nineteen inhibitors for adopting LCDPs. We show that the experts have a consensus on the most and the least important drivers and inhibitors for LCDP adoption. Yet, the ranking of the drivers and inhibitors between the most and least important is highly context dependent. For some drivers and inhibitors, the experts’ ranking is similar to academic literature, whereas, for others, it differs. In conclusion, the study at hand empirically validates drivers and inhibitors for LCDP adoption, adds six new drivers and six new inhibitors to the body of knowledge, and analyses the importance of these factors. KW - Low code KW - Delphi Study KW - Software Development KW - Inhibitor KW - Driver Y1 - 2023 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-59170 SN - 2169-3536 N1 - Corresponding author: Markus Westner PB - IEEE ER - TY - CHAP A1 - Brosig, Christoph A1 - Westner, Markus A1 - Strahringer, Susanne ED - Borštnar, Mirjana Kljajić T1 - Linking IT assets and competitive advantage - IT capabilities of servitized business models T2 - 34th Bled eConference Digital Support from Crisis to Progressive Change: June 27 - 30, 2021, Online: Conference Proceedings N2 - This paper connects research from business model innovation and information systems by exploring critical IT capabilities for servitized business models. The adoption of servitized business models is a major business model innovation strategy. At the same time, digitalization drives the evolution of IT capabilities at these business models. Scholars argue that it remains unclear how IT capabilities enable servitized business models to build a competitive advantage by achieving cost advantages or differentiation. This paper explores IT capabilities that enable building a competitive advantage for servitized business models based on a qualitative analysis of multiple published case studies. The authors identify configurations of IT capabilities among servitized business models. The findings contribute to servitization research by exploring IT capabilities and how they are combined among servitized business models. The insights help practitioners deploy digital technologies and IT assets effectively as building blocks of IT capabilities to advance their servitized business model. KW - resource-based view KW - IT capability KW - digital servitization KW - competitive advantage KW - Geschäftsmodell KW - Innovation KW - Hybrides Leistungsbündel KW - Informationstechnik Y1 - 2021 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-20158 UR - https://press.um.si/index.php/ump/catalog/book/581 SN - 978-961-286-485-9 SP - 111 EP - 123 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 - JOUR A1 - Kobus, Jörn A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Enabling digitization by implementing Lean IT BT - Lessons learned JF - The TQM Journal N2 - Purpose With the rise of digitization, IT organizations are challenged to provide efficient service delivery and offer innovative digital solutions while maintaining a constant resource capacity. To address this challenge, some IT organizations have adopted Lean Management (LM). Although LM is a standard production mode in manufacturing, it is less familiar to IT organizations. The purpose of this paper is to identify 12 lessons learned from companies who implemented LM in their IT organization (Lean IT) to free up their IT resource capacity from existing day-to-day operations so they could use it to enable their digitization strategy. Design/methodology/approach A case study of two major international companies from different industries. Data were collected from 25 structured interviews. Findings The lessons learned provide insights into how these companies implemented Lean IT, the potential outcomes they aimed for, what they did to achieve those outcomes, how they facilitated the implementation of Lean IT, and restrictions they encountered during the implementation. Research limitations/implications The findings are based on a limited range of IT organizations. Practical implications The lessons learned inform those implementing Lean IT because they explain how companies have implemented Lean IT to facilitate digitization and the benefits and pitfalls they encountered. A comparison of Lean IT and Lean Production shows that LM is transferable to IT organizations if domain specific requirements are respected. Originality/value This paper reports the unique experience of companies implementing Lean IT, which can inform other companies in a similar situation. KW - Digitization KW - IT management KW - IT organization KW - Lean management KW - Unternehmen KW - Informationstechnik KW - Lean Management KW - Digitalisierung Y1 - 2018 UR - https://doi.org/10.1108/TQM-02-2018-0026 VL - 30 IS - 6 SP - 764 EP - 778 PB - Emerald insight ER - TY - JOUR A1 - Kopper, Andreas A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Kontrollierte Nutzung von Schatten-IT JF - HMD Praxis der Wirtschaftsinformatik N2 - Basierend auf einer systematischen und umfangreichen Analyse von Praxisbeiträgen zum Thema Schatten-IT, die zwischen September 2015 und August 2016 erschienen sind, beschreibt der vorliegende Artikel Governance-Aspekte zu diesem Phänomen. Er ergänzt damit vorhergehende akademische Studien. Es zeigt sich, dass unter Praktikern der Eindruck vorherrscht, dass IT-Abteilungen unter zunehmendem Druck stehen, schneller auf sich ändernde Anforderungen aus den Fachbereichen reagieren zu müssen. Können IT-Abteilungen diesen Erwartungen nicht entsprechen, beschaffen sich Fachbereiche und Nutzer selbst Lösungen in Form von Schatten-IT. Als mögliche Antwort darauf kann sich die IT-Abteilung agiler organisieren und die IT-Architektur im Unternehmen modernisieren. Eine weitere Möglichkeit besteht darin, sich das innovative Potenzial von Schatten-IT zunutze zu machen und deren Umsetzung aktiv durch organisatorische und technische Maßnahmen zu unterstützen. IT-Sicherheitsmanagement und technische Schutzmechanismen können helfen, die so entstandenen Lösungen abzusichern und die Risiken zu minimieren. Nach vorherrschender Ansicht entwickelt sich die IT-Abteilung als Konsequenz aus all diesen Maßnahmen zu einem nutzerorientierten, internen Service-Provider und strategischen Partner für die Fachbereiche. T2 - Controlled Use of Shadow IT KW - Schatten-IT KW - IT-Governance KW - Agilität KW - IT-Sicherheit KW - IT-Abteilung KW - Corporate Governance KW - Agilität KW - Datensicherung Y1 - 2017 U6 - https://doi.org/10.1365/s40702-016-0286-x VL - 54 SP - 97 EP - 110 PB - Springer ER - TY - JOUR A1 - Kobus, Jörn A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Einführung von Lean Management in IT-Organisationen JF - HMD Praxis der Wirtschaftsinformatik N2 - In der Produktion gilt „Lean Management“ als einer der de-facto Standardmanagementansätze. Lean Management in IT-Organisationen (Lean IT) ist dahingegen in der Praxis weniger verbreitet und in der Wissenschaft kaum erforscht. Dieser Beitrag aggregiert und erweitert die Ergebnisse mehrerer Forschungsarbeiten. Dabei werden vorrangig zwei Aspekte diskutiert: (1) Ein mögliches Einführungsmodell für Lean IT. Dieses verknüpft fünf Rollen (Sponsor, Programmleiter, Navigator, Linienführungskraft und Linienexperte) mit vier Phasen (Vorbereitung, Analyse, Gestaltung und Implementierung). (2) Besondere Herausforderungen für Linienführungskräfte, die aufgrund der „bottom up“-Ausrichtung bei Lean-IT-Einführungen stark gefordert werden. Neben einer klaren Vision für die Organisationseinheit und dem Verständnis, an welcher Stelle Lean IT die Organisationseinheit konkret unterstützen kann, benötigen sie Offenheit, Veränderungswillen und die Bereitschaft Verantwortung an Mitarbeiter zu delegieren. Außerdem sollten sie über ein ausreichendes Zeitbudget für die Einführung verfügen, um ihrer gestaltenden und qualitätssichernden Funktion nachkommen zu können. KW - Betriebliches Informationssystem KW - Lean Management KW - Lean IT KW - IT-Industrialisierung KW - Lean Management KW - IT-Effizienzprogramme KW - Einführungsmodell Y1 - 2016 UR - https://link.springer.com/article/10.1365/s40702-016-0266-1 VL - 53 IS - 6 SP - 879 EP - 893 ER - TY - JOUR A1 - Bary, Benedikt von A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Adding experts’ perceptions to complement existing research on information systems backsourcing JF - International Journal of Information Systems and Project Management N2 - This paper extends the existing literature on information systems (IS) backsourcing by the perception of practitioners. For this purpose, we conducted a series of qualitative, semistructured interviews with IS sourcing experts. The interview questions focused on the participants’ perceptions and experiences with the topic, on identifying reasons for and against IS backsourcing, and on revealing relevant trends pertinent to IS backsourcing. We then compared those findings with two previously conducted comprehensive literature reviews on academic and practitioner literature on IS backsourcing. By following this approach, we contribute to the existing research by verifying previous findings, for example, the most important reasons why companies decide in favor of IS backsourcing. Additionally, we were able to enhance previous contributions as we highlight the significance of differentiating between the scope of IS backsourcing by looking at the underlying services which are potentially backsourced. Further, we identified the importance of managers’ personal preferences as an additional reason for IS backsourcing, for example, based on personal experiences or a perceived need for change. Based on our findings, we created a comprehensive overview of all aspects connected to the IS backsourcing process and derived opportunities for further research to contribute to the IS backsourcing research agenda. KW - backsourcing KW - insourcing KW - back in-house KW - information systems KW - expert interviews KW - Betriebliches Informationssystem KW - Insourcing KW - Umfrage Y1 - 2018 U6 - https://doi.org/10.12821/ijispm060402 SN - 2182-7788 VL - 6 IS - 4 SP - 17 EP - 35 PB - SciKA ER - TY - JOUR A1 - Kobus, Jörn A1 - Westner, Markus A1 - Strahringer, Susanne A1 - Strode, Diane T1 - Lean Management in IT Organizations BT - A Ranking-type Delphi Study of Implementation Success Factors JF - Journal of Information Technology Theory and Application (JITTA) N2 - Lean management (LM) is well established in manufacturing organizations, and LM adoption in service organizations has recently increased. However, we lack research that focuses on the success of lean management implementations in IT organizations (lean IT). This paper contributes to knowledge of the success factors of lean IT implementation and the relative importance of each factor based on the insights of field experts. The experts identified, agreed on, and ranked 12 implementation success factors for lean IT in a Delphi study using the best/worst scaling technique. The most important factors were leadership involvement, change culture and work ethic, employee involvement, and performance management. Factors of intermediate importance were implementation facilitation, training and education, clear vision and direction, long-term focus, communication, and a holistic approach. Least important factors were existing skills, organizational changes/standardization, and financial resources. This paper contributes a more nuanced understanding of the relative importance of lean IT success factors, proposes relationships between them, and comprehensively explains how to use the rigorous best/worst scaling method in a traditional ranking-type Delphi study. KW - Lean Management KW - Informationstechnik KW - Lean Management KW - Information technology Y1 - 2018 UR - https://aisel.aisnet.org/jitta/vol19/iss1/4/ SN - 1532-3416 VL - 19 IS - 1 SP - 55 EP - 85 PB - Association for Information Systems (AIS) ER - TY - JOUR A1 - Kobus, Jörn A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Change management lessons learned for Lean IT implementations JF - International Journal of Information Systems and Project Management N2 - Lean Management is a standard production mode that has been familiar to production organizations for several decades. To date, however, academic literature has presented surprisingly little information about the application of Lean Management in Information Technology (IT) organizations, or what is called Lean IT. Drawing upon an empirical qualitative case study of the IT departments of two multinational companies, in this paper we identify change management lessons learned for Lean IT implementations, as well as seven characteristics of a corresponding change management approach. As an extension of our work, researchers should validate and expand our initial findings, preferably in a quantitative setting. KW - Betriebliches Informationssystem KW - Lean Management KW - Fallstudiensammlung KW - Lean Management KW - Lean IT KW - Implementation KW - Case study KW - Lessons learned Y1 - 2017 UR - https://doi.org/10.12821/ijispm050103 VL - 5 IS - 1 SP - 47 EP - 60 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 - 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 - CHAP A1 - Bary, Benedikt von A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Do researchers investigate what practitioners deem relevant? BT - Gaps between research and practice in the field of information systems backsourcing T2 - Proceedings of the 20th IEEE International Conference on Business Informatics (IEEE CBI 2018): Vienna, Austria, 11-14 July 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 - Betriebliches Informationssystem KW - Backsourcing KW - Anwendung KW - Literaturbericht KW - Information systems KW - Backsourcing KW - Practical applicability Y1 - 2018 U6 - https://doi.org/10.1109/CBI.2018.00014 SP - 40 EP - 49 ER -