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In a comprehensive literature review, we identified 21 different terms used for Shadow IT related concepts. This variety makes it difficult to identify related research and build upon it. To address this ambiguity, we reduce the different terms to six distinct concepts by developing a taxonomy and examining their relation¬ships. We do so by using a rigorous iterative methodology to identify common characteristics and to classify terms along them. By clustering the results, we derive and visualize the taxonomy. The identified concepts are Feral Practices, Workarounds, Shadow IT, Shadow Systems, Un-enacted Projects, and Shadow Sourcing. We elaborate on the concepts along their characteristics and clearly define and delimit them. As a result, we create a guide for their usage, increase search- and comparability, and unify existing knowledge.
Research on Shadow IT is facing a conceptual dilemma in cases where previously “covert” systems developed by business entities are integrated in the organizational IT management. These systems become visible, are thus 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 organization. This paper proposes the term “Business-managed IT” to describe “overt” information systems developed or managed by business entities and distinguishes 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, the terminology allows to value potentially innovative developments by business entities more adequately.
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.
Seit jeher zeichnet sich die Wirtschaftsinformatik durch eine große thematische Breite aus, da sie ihre Aufgabe in der Entwicklung und Anwendung von Theorien, Konzepten, Modellen, Methoden und Werkzeugen für die Analyse, Gestaltung und Nutzung von Informationssystemen sieht. Dabei greift die Wirtschaftsinformatik auch auf Ansätze der Betriebswirtschaftslehre sowie der Informatik zurück, die sie erweitert, integriert und um eigene spezifische Ansätze ergänzt. Es freut uns mit diesem Tagungsband Forschungs- und Entwicklungsarbeiten vorstellen zu dürfen, die belegen, dass und wie an Fachhochschulen an dieser Aufgabe der Wirtschaftsinformatik im Rahmen der Logistik gearbeitet wird. Eine grundlegende Aufgabe von Wirtschaftsinformatikern ist die Integration heterogener Softwaresysteme zur Unterstützung von Unternehmensprozessen. Ausgehend von einer Anforderungsspezifikation werden für Unternehmen geeignete Softwaresysteme beschafft. In dem Beitrag „Verknüpfung von Softwarelösungen in einem IT-Logistiknetzwerk“ wird quasi der umgekehrten Aufgabestellung nachgegangen, wie nämlich heterogene Systeme so verknüpft werden können, dass mit ihnen gemeinsam Unternehmensprozesse unterstützt werden können. Während in diesem Beitrag die technische Verknüpfung über eine dedizierte Architektur nicht im Detail vorgestellt wird, ist sie Gegenstand in dem Beitrag „Ein Informationssystem für das RFID-gestützte Behältermanagement“. Konkret handelt es sich um den Architekturstil REST (Representational State Transfer). Prozessverbesserungen lassen sich durch die Nutzung von Simulations- und Optimierungsmodellen erreichen. Typischerweise werden diese als „stand-alone“- Systeme betrieben, und sie erhalten ihre Daten von einem ERP-, PPS- oder allgemein von einem „Decision Support“-System. Dies erfordert eine Schnittstelle. Einen Vorschlag enthält der Beitrag „Konzeption einer Datenschnittstelle für Klassen von Simulations- und Optimierungsmodellen“. Beispiele für die Lösung von Optimierungsproblemen werden in den Beiträgen „Einfuhrzollmanagement – neue Chancen und Herausforderungen für die Standortoptimierung“ und „Gestaltung von Logistiknetzen mit der EDA-Heuristik“ beschrieben. Kern des ersten Beitrags ist die Formulierung eines geeigneten Optimierungsmodells, welches mit einem rechnergestützter Optimierungssystem gelöst wird. Im zweiten Beitrag wird die Lösung von einem sehr anspruchsvollen Optimierungsproblem durch ein heuristisches Verfahren angenähert. Ein wichtiges Themengebiet der Wirtschaftsinformatik ist die Verbindung von Geschäftsprozessmodellierung und Softwareentwicklung. Einen Ansatz dazu beschreibt der Beitrag „Modellgetriebene Softwareentwicklung auf der Grundlage realer Geschäftsprozessoptimierung“. Generell zunehmende Bedeutung in der Wirtschaftsinformatik hat das Wissensmanagement. In dem Beitrag „Konzept, Methoden und offene Fragen für einen Web-Service zur Analyse des Wissensmanagement-Reifegrades in Logistikunternehmen“ wird die Relevanz dieses Themas und sein Umsetzungsgrad bei Logistikunternehmen aus verschiedenen Ländern erläutert, und es wird ein Rahmenkonzept für ein Wissensmanagement in Logistikunternehmen in Form einer webbasierten Infrastruktur dargestellt.
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.
Lean Management has been successfully applied by companies around the world, mainly in production/manufacturing functions. Recently, the interest to investigate a wider application of Lean Management especially in service functions increased. However, it is not clear how Lean Management can be applied to IT organizations. Therefore, this study aims to provide an overview on common characteristics and future research directions. A literature review on existing scholarly research from January 2004 to June 2014 is conducted. Using a database-driven search approach, a total of 1,206 research contributions are found of which 49 were identified as relevant. Results indicate a low theory grounding of mostly formulative and interpretative research items. This implies that research on Lean Management of IT organizations is still at its nascent state. Content-wise, five research themes emerge. The majority of research investigates IT organizations in a role to support Lean Management in production/manufacturing functions (determining “what to work on”), therefore more research on how Lean Management can be applied to IT organizations themselves (determining “how to work”) could be beneficial. Future research could also try to build on Change Management theories, as the implementation of Lean Management is of transformational character.
Lean Management has been successfully applied in production/manufacturing functions since more than four decades. Recently, the interest to investigate Lean Management also in service functions increased. Therefore, this study aims to (1) Consolidate critical success factors (CSFs) for the implementation of Lean Management of IT organizations; and (2) Describe a theoretical foundation for these CSFs. With respect to (1) a database-driven search was conducted. CSFs then were extracted and categorized. In total 13 CSF groups were assigned to three dimensions: Mindset and behavior; Organization and skills; and Process facilitation and performance management. To understand underlying mechanisms better, and with respect to (2) we related existing (IS) theory to identified groups of CSFs. Especially, five theoretical concepts are discussed: Absorptive capacity, Agency theory, Cognitive dissonance, Dynamic capabilities, and System dynamics. Future research needs to validate the results of (1) and (2) empirically in IT functions.
Lean Management has been successfully implemented in production organizations since several decades. The study at hand investigates the implementation of Lean Management to IT organizations (Lean IT). The study offers three contributions: First, it explains on a conceptual level how Lean Management can be transferred from production to IT organizations (philosophy, principles, tools). Second, it provides a theoretical perspective on why Lean IT can be beneficial for IT organizations (IT Slack theory). Third, it provides insights to the stated research questions (three benefits and three propositions) from an initial case study of an internal IT service provider for a large international insurance company (> US$25 Billion revenue; >20,000 employees; active in >120 countries) and lays out the research methodology and potential focus areas for further studies.
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.
Lean IT
(2017)