Information Systems and e-Business Management最新文献

Rapid changes in the business environment have created opportunities and challenges. Businesses need to be more responsive to competitive environments and customers’ requirements. Business agility involves implementing agile practices across organizational functions. Agile processes are especially critical in IT Service Management (ITSM). When agile processes are implemented to meet changing business and customer demands in ITSM environments, the speed and leanness characterizing agile practices often lead to agile practices not always explicitly addressing all underlying risks. Customer demands for fast solutions often means that risks are not attended to with necessary thoroughness. Some risks are not apparent and these concealed risks need to be revealed and managed. The failure to completely address risks involves errors of commission and errors of omission. Coupling agile business, agile systems development, and agile ITSM practices with effective risk management approaches within the agile framework is a suggested approach to manage risk in this evolving environment.

Telework technologies have been known since the 1970s, yet their adoption levels remained low until Covid-19-related lockdowns and curfews. The known rational and non-rational technology acceptance theory and biases cannot fully explain this effect. One of the possible answers to fill this gap could be availability bias which has probably also affected the lag in adopting other technologies. To examine this phenomenon, we conducted a qualitative study with 22 interviews with individuals from different organizational backgrounds and telework adoption levels. Following a combination of inductive and deductive coding, we identified three key aspects of availability bias: intention, cognitive visibility, and cognitive transfer. The findings also allowed us to delineate this bias further from other biases, e.g., the status quo bias, and classical technology acceptance models, e.g., UTAUT. Thereby, this study examines a bias so far only very limitedly researched in the information systems and extends technology acceptance and cognitive bias literature. The findings should also enable practitioners to question their way of working and technology use more thoroughly.

Electronic forms, such as order entry or tax declarations, frequently serve as the primary point of contact between users and information systems. Given their significance, it’s crucial that these forms are intuitive and not burdensome for users to complete. One key aspect influencing the intuitiveness of forms is the sequence in which individual fields must be filled. This article reports on an empirical study involving 162 participants, which explored the intuitiveness of user forms across diverse scenarios. The study had two main objectives. Firstly, it sought to understand how users perceive different sequences of form fields in terms of intuitiveness. Secondly, it investigated the possibility of an intuitive sequence for form fields. The study found significant differences in intuitiveness among various ways of organizing form field sequences. Furthermore, it revealed a common understanding among users about the (sub-)sequence in which form fields should be arranged, notably that fields requiring file uploads should be located at the end of the form. The findings of this study provide valuable insights for developing more intuitive user forms in process-aware information systems, thereby enhancing the overall user-friendliness of such systems.

Electronic governance is used to empower citizens and help governments and organizations with strategic decision-making or policy-making. E-democracy and e-participation methods are essential tools used to engage citizens in decision-making. One of the recent e-democracy models is known as e-cognocracy. While having advantages relative to traditional e-democracy models, e-cognocracy still faces challenges such as fraud, centralization, information failure (voting paradox), and participation rate. This paper aims to design a blockchain-based electronic democracy model on a smart contract using e-cognocracy as the base model and the concept of futarchy and prediction markets. Using the design science research methodology, a three-stage blockchain-powered e-cognocracy method for democratic decision-making is developed. The proposed method of research includes three main stages: (1) Setting the problem, (2) the voting process, and (3) knowledge diffusion and evaluation, and the stage are done through several activities. This method is implemented as a smart contract on the Ethereum platform. Using the power of blockchain technology and the economic incentive model of futarchy, this method overcomes three main challenges for e-cognocracy. To demonstrate the methodology, it was applied in a real-case experience.

There has been a large body of research on strategic alignment between business and information technology, which has also been summarised in several literature reviews. All of these studies describe that business-IT alignment has remained a focal point among business and IT leaders. However, little is known about a specific perspective, namely, on business-IT misalignment, on which, although some analytical works have been carried out over the last twenty years, no literature review has been summarised. The purpose of this article is to display and analyze relevant literature regarding business-IT misalignment and map the influential issues by conducting a systematic literature review. This study collected in sum 642 papers published from the Scopus and Google Scholar databases. Finally, 62 articles were selected for the systematic review. The study examined eight research questions for business-IT misalignment derived from recent, high-impact business-IT alignment literature reviews. Results are analyzed qualitatively to find a better understanding of the current body of knowledge in business-IT misalignment and to provide a research agenda.

Virtual reality (VR) is increasingly being used in the corporate environment. Benefits of using VR have also already been identified in the area of combined workplace and process design. However, whether organizations should invest in VR for this use case is only feasible with knowledge of all operational and strategic costs and benefits. Since previous methods for simulating the costs and benefits of information systems rely strongly on prior knowledge and experience, these approaches are not effective for novel technologies such as VR for less tested use cases due to low empirical databases. In order to provide a more accurate cost–benefit analysis (CBA) of the use of VR for strategical planning like workplace and process design, design science research is applied. Subsequently, by including task technology fit theory, a suitability- and utilization-based CBA method emerged. The contribution thus provides, first, a systematically derived method for quantification and simulation of costs and benefits of strategic VR use in organizations. Second, it provides concrete insights into factors influencing profitability of an investment in a specific VR system for strategic planning projects for workplace and process design based on case study insights.

Business analytics is considered in research and practice as a promising approach to support organizations in the increasing complexity and dynamics in the strategic planning and decision making, which arise for example through the integration of product-service systems. However, literature is lacking a comprehensive analysis to what extant business analytics supports the strategic planning and decision making. Thus, coming from the affordance and socio-technical system theory, we are linking business analytics affordances to strategic planning outcomes. In doing so, we identified 20 affordances which we have assigned to the dimensions of the socio-technology system theory. Based on this, we have derived implications and propositions for research and practice. The results can be used as guidelines for practice and directions for future research.

In the past years we have observed enormous adoption and use of digital technologies in almost all domains of human life. In this context, researchers and practitioners have been using the term “digital transformation” (DT) to characterize phenomena related to the changes caused by increased use of digital technologies. The progression and contributions of corresponding discussions significantly depend on a common understanding and conceptualization of DT. Accordingly, the information systems research community has started working toward conceptual clarity. Importantly, the current debate focuses on theoretical contributions by academic researchers. Hence, data on the practitioners’ perspective on DT is missing. Against this background, we investigated general understandings of DT in practice. Our analysis comprises data of N = 529 business decision-makers in the UK. Our results show a significant discrepancy between science (i.e., conceptualizations and definitions of DT in the academic literature) and practice (i.e., business decision-makers’ perceptions and corresponding survey responses). Specifically, for a large proportion of the respondents their decision to classify concrete digitalization examples from the literature as DT or no DT was largely independent of the degree of organizational change caused by the use of digital technologies. This is a surprising result, as high-caliber academic literature proposes this degree to be a critical factor to characterize DT. Another key finding is that a remarkable number of practitioners consider a digitalization initiative as DT based on the mere occurrence of specific buzzwords related to digital technologies in the corresponding descriptions. In particular, the buzzword “digital technology” led the survey participants to classify a definition as instance for DT. We discuss implications of our results and limitations.

The sharing economy is considered to be an important pathway for economic growth, increasing employment and household income, and the transition toward sustainability in the twenty-first century. In spite of the widespread use of the sharing economy concept, the understanding varies, and there is disagreement about what constitutes an analytical framework of the sharing economy business model (SEBM). This research quantitatively analyzes and categorizes the fundamental elements of the current SEBM literature. A comprehensive analytical framework is presented, identifying three distinct segments of SEBM: (1) the knowledge of sharing economy (incl. innovation, new technologies, determinants, and ecosystems); (2) supplier-oriented studies (incl. hospitality-oriented, transportation-oriented, and other platforms and models); and (3) consumer-socioeconomic-sustainability-focused research (incl. consumption and customer satisfaction, collaborative consumption, sustainability, social effects, and economic growth). In addition to contributing to a better understanding of SEBM research, the framework has implications for SEBM development policy and practice. It can also be used as an instrument for evaluating business models. Furthermore, the paper identifies six key research directions for the post-COVID-19 era, covering the studies of determinants and ecosystems, emerging economies, new SEBMs, location- and culture-specific models, sustainability, and combined impacts on socioeconomics.