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 - 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 - Kratzer, Simon A1 - Westner, Markus A1 - Strahringer, Susanne T1 - Mehr als Vollzeit: Fractional CIOs in KMUs JF - HMD Praxis der Wirtschaftsinformatik N2 - Auch kleine und mittlere Unternehmen (KMUs) benötigen zunehmend ein effektives Informationstechnologie- (IT)-Management, um wettbewerbsfähig zu bleiben. Im Vergleich zu großen Unternehmen verfügen KMUs jedoch oft nicht über die Ressourcen, die Arbeitgeberattraktivität oder den Bedarf, um einen Chief Information Officer (CIO) in Vollzeit zu beschäftigen. Um diese Lücke zu schließen, hat eine wachsende Zahl von Expertinnen und Experten weltweit damit begonnen, CIO-Dienste in Teilzeit anzubieten. Auf diese Weise erhalten KMUs Zugang zu erfahrenen und kompetenten IT-Führungskräften zu einem Bruchteil der Kosten und ohne langfristige Verpflichtungen. Während diese so genannten „Fractional CIOs“ in der Praxis bereits einen Mehrwert schaffen, gibt es noch kaum wissenschaftliche Untersuchungen zu diesem neuen Phänomen. In einem größeren Forschungsprojekt mit insgesamt 62 Fractional CIOs aus 10 Ländern wurden daher eine Definition, Typen verschiedenartiger Engagements und Erfolgsfaktoren abgeleitet. Die vorliegende Studie fasst die Ergebnisse zusammen und setzt sie in Bezug zum deutschen Markt, indem sie drei Fractional CIOs/CTOs aus Deutschland befragt. Es zeigt sich, dass die folgenden vier Engagement-Typen von Fractional CIOs für KMUs in verschiedenen Situationen von Nutzen sind: Strategisches IT-Management, Restrukturierung, Skalierung und Hands-on Support. Darüber hinaus zeigt die Studie, dass Vertrauen, die Unterstützung durch das Top-Management-Team und die Integrität des Fractional CIOs Schlüsselfaktoren für den Erfolg von Fractional CIO-Engagements sind. Für den deutschen Markt werden die Ergebnisse durch drei befragte Fractional CIOs/CTOs weitgehend bestätigt. Die Fractional CIOs/CTOs können zwar keine genauen Gründe für die geringe Akzeptanz der Rolle nennen, betonen aber ihr Wertpotenzial für den deutschen Markt. KW - Chief Information Officer KW - Chief Technology Officer KW - Fractional CIO KW - Fractional CTO KW - Teilzeit-Interim-Management Y1 - 2023 U6 - https://doi.org/10.1365/s40702-023-01010-x SN - 2198-2775 PB - Springer 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 - 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 - 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 - 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 - 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 - 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 - 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 -