Information Systems Journal最新文献

Integrating the competition and the cooperation perspectives on value co-creation in platform ecosystems, this study explores complementor responses to platform owner moves that adversely affect the complementor's positioning. Our primary focus is to discern dynamic patterns of complementor responses and to understand their role in the process of re-stabilising the complementor's positioning. To this end, we conducted a 14-year longitudinal study, analysing 21 move-response instances across four platform partnerships. Our findings reveal three distinct complementor response archetypes: insist, pivot, and detach. Over time, complementors combine these archetypes into three unique response patterns. Through progressive diverging, complementors sidestep platform owner moves by diversifying their offer beyond the focal ecosystem. Although this can entail substantial multi-homing costs, it reduces dependence on the platform owner and bolsters resilience against future moves. Through adaptive oscillating, complementors use platform owner moves as opportunities to gradually diversify their offer within the focal ecosystem. This stepwise market expansion makes them resilient against future moves, while mitigating costs and efforts related to multi-homing. Through persistent insisting, complementors can re-establish their previous positioning, but at the cost of increased dependence on the platform owner, leaving the complementor vulnerable to future moves. We synthesise these findings in our process model of complementor positioning. Emphasising the importance of complementor responses in fostering resilient software ecosystems, this model bears important implications for research on platform governance and platform-dependent entrepreneurship.

IT has an enormous potential to democratise, equalise and decolonize development aid; however, the right IT governance is needed to actualize this potential. Such governance must align with the general efforts in development work to decolonize and eradicate adverse power imbalances. Power imbalances are at play when donors from the Global North finance and thereby set the development agenda for the Global South without concern for the actual needs. IT use in development aid is an important tool in decolonisation struggles, but corresponding structures also risk cementing problematic power distributions. As such, guidelines are needed on how to set up and decolonize IT governance structures. Using insights from a case study of a large international development aid NGO and building on the African emancipation philosophy Ubuntu, we propose five organising principles for a decolonized IT governance. These organising principles serve as guidelines to set up decolonized and emancipating IT governance structures and extend current IT governance theories.

As the discourse regarding digital transformation has developed, we see an opportunity to extend the concept of becoming digital into an as-of-yet unrealized future. By examining the foundational assumptions of digital transformation, we reveal two frontiers that expand the current transformation discourse into futures where their implications and outcomes will reside. A conceptual frontier suggests that we begin to conceptualise the worlds in which future organisations and people observe digital technologies and their enactments as an unexceptional and quite mundane aspect of their daily lives. We initiate conceptualising being digital as an outcome of the transformations our current research studies. A second analytic frontier embraces world-making in current theorizations and the development of future-leaning conceptualization of alternative worlds. Speculative foresight is an approach for staging new concepts and relationships, critiquing current research practice and theory boundaries, and creating novel and generative theorizations. An example speculative foresight scenario illustrates onto-epistemic assumptions and ambiguities in current theories of digital transformation regarding how future ethics will be conceived. The implications and limitations of this approach are discussed in the context of the need for IS research to develop orientations that can contribute to understanding digital transformation processes and both positive and negative transformation outcomes that will constitute yet unrealized futures.

In this paper, we mobilise new frontiers in digital transformation (DT) research by deconstructing the literature's underlying assumptions and analysing their correspondence with current theory. To do so, we conduct a problematization review across the fields of IS, strategy and entrepreneurship, organisation theory and management studies, to capture the multidimensionality of DT research. Unlike systematic literature reviews commonly found in DT research, a problematization review critically questions how theoretical contributions have been constructed in past research to develop novel theoretical questions. Our findings offer three contributions. First, we uncover five research trajectories, each with its own in-house assumptions about the nature of digital technologies and how organisations, groups and individuals interact with those technologies and the data they generate. Second, we show how individual studies within the identified research trajectories position themselves against prior research, pointing at six distinct processes of constructing theoretical contributions. Finally, we mobilise new frontiers of research by questioning DT research field assumptions that cut across the five research trajectories. We conclude by discussing the theoretical implications of our problematization review for further DT research.

Firms are increasingly applying multiple information technologies (ITs) to pursue corporate entrepreneurship. However, how different ITs can be leveraged collectively to achieve corporate entrepreneurship remains largely underexplored. Drawing upon the knowledge-based view, we develop an integrative theoretical model to delineate how three types of commonly deployed IT (i.e. organisational enterprise systems use, organisational social media use and top management team social media use) can be used collectively in the knowledge acquisition and utilisation processes to achieve corporate entrepreneurship. Specifically, we posit that organisational IT uses (i.e. organisational enterprise systems use and organisational social media use) enhance openness to external knowledge in the knowledge acquisition process, which in turn serves as the mediation mechanism to channel organisational IT uses into corporate entrepreneurship. Moreover, top management team IT use (i.e. top management team social media use) shapes the effect of openness to external knowledge on corporate entrepreneurship in the knowledge utilisation process. The empirical analysis using multi-respondent survey data from 1252 managers in 313 firms provides strong support for the proposed model. This study contributes to the information systems research on how IT influences corporate entrepreneurship by distinguishing the roles of organisational enterprise systems use, organisational social media use and top management team social media use in enhancing corporate entrepreneurship through firms' openness to external knowledge.

With the rise in the advances and adoption of digital technologies and evolving business dynamics, we live in an era where many organisations are embarking on digital transformation. To stay relevant, however, organisations struggle to comprehensively outline the digital capabilities they have or need in relation to the digital transformation objectives they aim for. This struggle stems from the paucity of knowledge and practical guidance on how to assess the digital capabilities of organisations relative to their desired digital transformation goals. This paper presents a framework (MIND Framework) for assessing digital capabilities in four critical areas – Management (M), Infrastructure (I), Networking/Sourcing (N), and Development (D) – abstracted from prior literature. The framework assesses digital capability status in each area in relation to the organisation's stated digital transformation goals. MIND, which is an outcome of a multi-year design science research project, helps organisations assess their current capability status and create a pathway for navigating from their current status to the desired transformation state. In this article, we describe an in-depth application of the MIND framework in assessing the digital capabilities of an incumbent company in the digital transformation process. Based on this, we illustrate how the framework can provide valuable insights and attitudinal shifts in an organisation's digital transformation efforts. We further abstract from the case to demonstrate how the assessment of an organisation's digital capabilities can provide valuable insights and critical input for any organisation embarking on a digital transformation journey. We conclude with a detailed guideline on how organisations can apply the MIND framework in their transformation journey.

Drawing upon an affordance-actualisation perspective, we aim to advance our knowledge of the emergence of unintended consequences from the implementation of Electronic Health Record (EHR) systems. Prior research has not yet deeply understood how these unintended consequences unfold. We investigate how the (non-)actualisation of affordances produces unintended consequences. Our exploratory case study of an EHR system implemented in Italy reveals four types of actions (flexing, bypassing, avoiding, and reorganising) through which different types of unintended consequences occur with the (non-)actualisation of affordances. We explain and theorise how interactions among technology features and psychosocial and organisational constraints/enablers contribute to users' perception of affordances and technological constraints. This, in turn, influences different types of user actions, leading to unintended consequences. Our findings and insights contribute to the literature on unintended consequences and help organisations better manage implementing new systems.

The implementation and reinforcement of information security policies (ISPs) can lead to information security fatigue (hereafter security fatigue), which can drive employees to engage in unwanted behaviours. Thus, managers must reduce the likelihood of security fatigue. Therefore, in the present study, we employed job demands–resources theory and hypothesized that security-related demands would result in security fatigue. Furthermore, we identified resources that may alleviate such fatigue. The research model was tested with data collected from 386 employees of organisations with ISPs. The findings indicate that job and personal resources can reduce the occurrence of security fatigue and engagement in opportunistic security behaviours by enhancing engagement. In addition, the effect of security fatigue on opportunistic security behaviours can be suppressed through the implementation of behavioural evaluations. Our study contributes to the formulation of methods for relieving security fatigue and ameliorating its negative effects.