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 - CHAP A1 - Hantsch, Carolin A1 - Westner, Markus T1 - Governance of IT/OT Convergence: A Review of Academic and Practitioner Literature T2 - 16th Mediterranean Conference on Information Systems (MCIS) 2024, Proceedings, October 3rd to 5th, 2024, Porto, Portugal N2 - The convergence, i.e., integration, of Information Technology (IT) and Operational Technology (OT) is a critical aspect of digital transformation in industries, driving efficiency, innovation, and competitive advantage. However, this integration also introduces significant challenges, particularly in governance. This paper presents a comprehensive literature review of IT/OT convergence, focusing on the governance challenges and strategies drawn from both academic and practitioner literature. The findings reveal that effective governance is crucial for successful IT/OT convergence, requiring clear definitions of roles and responsibilities, cross-functional collaboration, and a unified approach to mitigate risks and align organizational goals. Key IT/OT convergence governance strategies include establishing a Center of Excellence, adopting a risk-based approach, and fostering a culture of change. The paper highlights the need for further research to develop comprehensive governance frameworks and empirically examine the impact of governance on IT/OT convergence success. This paper provides valuable insights for both researchers and practitioners navigating the complexities of IT/OT convergence and governance in the era of Industry 4.0. KW - IT/OT Convergence KW - Governance KW - Digital Transformation KW - Industry 4.0 Y1 - 2024 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-78335 UR - https://aisel.aisnet.org/mcis2024/7/ SN - 978-989-33-6886-2 PB - AIS eLibrary ER - TY - CHAP A1 - Späth, Carina A1 - Westner, Markus T1 - Challenges in Agile Transformations: A Comprehensive Review T2 - 16th Mediterranean Conference on Information Systems (MCIS) 2024, Proceedings, October 3rd to 5th, 2024, Porto, Portugal N2 - This paper investigates the challenges organizations face during agile transformations, a critical adaptation in today's fast-paced business environment. Despite the potential benefits, many companies struggle with the implementation of agile methodologies. Through a systematic literature review of recent publications, we identify and categorize 19 challenges into three main areas: people, leadership, and organisation/processes. Our findings highlight that the most significant issues arise within the 'people' category, including plan-driven thinking, lack of knowledge, and inefficient collaboration. Leadership challenges involve insufficient management support and cultural mismatches, while organisation/process-related issues encompass inadequate planning and coordination. By synthesizing these challenges, this study provides a comprehensive overview aimed at helping practitioners anticipate and mitigate potential obstacles, thereby increasing the likelihood of successful agile transformations. These insights extend existing knowledge and emphasize the need for a holistic approach to manage the people, the leadership, and the organisation/process challenges of agile transformation. KW - agile methodologies KW - agile transformation KW - change management KW - organizational challenges Y1 - 2024 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-78320 UR - https://aisel.aisnet.org/mcis2024/32/ UR - 978-989-33-6886-2 PB - AIS eLibrary ER - TY - CHAP A1 - Westner, Markus A1 - Cuesta Gorostidi, Irene A1 - Gutierrez Rodriguez, Uxue A1 - Oyarbide-Zubillaga, Aitor A1 - Fernández Rodríguez, Isabel T1 - Enhancing work-based learning through the i-wobal project and its digital school of work-based learning (WBL) facilitators T2 - 17th annual International Conference of Education, Research and Innovation (ICERI2024), Seville, Spain. 11-13 November, 2024 N2 - The i-WOBAL project, supported by Erasmus+, strategically enhances work-based learning (WBL) in higher education and vocational training across Europe, with a particular focus on supporting the professional development of company and academic facilitators of students engaged in WBL environments. This initiative launches the i-WOBAL didactical guide, together with the establishment of the digital school of WBL facilitators, a digital learning space designed to translate the theoretical framework of the guide into practical, actionable strategies for facilitators. The project is the result of the coordinated work of a consortium of 7 higher education and vocational training institutions from 5 different European countries. The digital school of WBL facilitators serves as a training hub where facilitators from both academic institutions and the business sector receive specialised training to effectively guide and support students. The digital school offers a structured curriculum, including modules on relevant soft skills, to ensure that facilitators are well equipped to manage and enhance the WBL experience for students. This paper describes the curriculum and pedagogical approaches of the digital school of WBL facilitators, its role in facilitating the practical application of WBL strategies and the collaboration of the partners to bring in their unique expertise. The collaborative nature of the i-WOBAL project, involving a consortium of European educational and corporate institutions, promotes a shared culture of best practice and continuous innovation in WBL. The potential scalability of this model offers significant implications for future educational policies aimed at standardising and improving the facilitation of WBL across different educational systems and market environments. KW - Work-Based Learning (WBL) KW - Professional Development KW - Educational Innovation KW - Mentorship in Education KW - Digital Training Y1 - 2024 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-78459 SN - 978-84-09-63010-3 SN - 2340-1095 PB - IATED CY - Sevilla ER - TY - CHAP A1 - Späth, Carina A1 - Westner, Markus T1 - Navigating Agile Transformations BT - Success Factors in German Companies T2 - SaudiCIS 2024 Proceedings:1st Saudi Conference on Information Systems, November 19 to 21, 2024, Dhahran, Saudi Arabia N2 - This study investigates how companies overcome challenges in agile transformations. Through interviews with ten experts from German companies across different industries, we identify key drivers, challenges, and success factors. Our findings reveal inefficiency, mimetic isomorphism, and competitive pressure as primary transformation drivers. We categorize challenges and solutions into people, organizational, and process-related factors, emphasizing the central role of human elements. The study presents 14 key success factors, with management involvement, commitment to agility, and strategic staffing emerging as crucial. These insights provide a framework for understanding and implementing agile transformations, offering guidance for organizations. Our results contribute to both theoretical understanding and practical application of agile methodologies in corporate settings. KW - Agile Transformation KW - Organizational Change KW - Success Factors KW - Change Management KW - Digital Transformation Y1 - 2024 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-78700 UR - https://aisel.aisnet.org/saudicis2024/46 PB - Association for Information Systems Electronic Library CY - Dhahran ER - TY - JOUR A1 - Westner, Markus T1 - Low-Code/No-Code: Citizen Developers and the Surprising Future of Business Applications JF - HMD Praxis der Wirtschaftsinformatik Y1 - 2024 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-74906 SN - 1436-3011 SP - 1067 EP - 1069 PB - Springer Fachmedien CY - Wiesbaden 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 -