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Due to technological advances, IT is increasingly introduced and managed outside of (or even hidden from) an organisation's IT department. As a result, researchers and practitioners have created multiple concepts describing different facets and trends of this development. While the individual concepts typically focus on different aspects, there are overlaps between these concepts. This effect hampers research progress as it creates redundancies and separate streams of knowledge development. We propose a taxonomy of the concepts Lightweight IT, IT Consumerisation, Bring Your Own Device, Shadow IT, and Business-Managed IT to solve this research problem based on a systematic literature review. For this purpose, we derive characterising dimensions of each concept from existing studies and analyse literature according to the usage of terms. As a result, we can describe and delineate the concepts. Thus, we contribute a taxonomy of IT outside the IT department to improve the transfer of research results between research streams.
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.
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.