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 - INPR 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 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 - Chief Information Officer KW - Literature Review KW - Research Agenda KW - Main Path Analysis KW - Bibliometric Analysis KW - Informationsmanager KW - Literaturbericht Y1 - 2022 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:898-opus4-54208 N1 - Der Aufsatz wurde peer-reviewed veröffentlicht: https://opus4.kobv.de/opus4-oth-regensburg/frontdoor/index/index/docId/6391 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 -