Journal of Strategic Information Systems最新文献

Although cloud computing is associated with organizational agility, anecdotal evidence points to resistance to cloud computing by employees in information technology (IT) units. We explored the links between software as a service (SaaS) and organizational agility by conducting two stages of interviews with key informants in large organizations, and by employing affordance and inertia-theoretical lenses. Two basic affordances emerged from the retroductive data analysis – implementing quickly and sourcing independently – which in turn yielded two higher-level affordances: trialing alternatives and self-organizing business teams. We developed a model that explains how and why these four affordances enhance agility by accelerating the sensing-to-acting process of organizations. We also describe how five categories of organizational inertia in IT units hinder agility. Our main contribution is how adopting SaaS applications enables organizational agility while highlighting the role of IT unit inertia in SaaS affordance actualization processes.

Information systems (IS) strategizing is particularly challenging for established organizations because of their historical conditions. The question of how established organizations can effectively manage their historical conditions in IS strategizing remains under-explored. To address this question, we conducted a case study tracing the history (1960–2020) of an established organization in the building and construction industry. Through the analysis, we found four systems: accounting management system, business communication system, knowledge management system, and community collaboration system, as the historical conditions that formed an IS imprint, which was later managed and reproduced during IS strategizing. Using the imprinting lens, we developed an understanding of: (1) the formation of the IS imprint at the organizational foundation; and (2) the reproduction of the IS imprint, considering imprint-as-resource and imprint-as-constraint during IS strategizing. We contribute to the literature by providing an understanding of how historical conditions inform IS strategizing in the long term and by applying the imprinting lens to uncover the process through which an IS imprint is strategically managed and reproduced beyond the founding phase. The insights developed from this study are transferable to similar organizational contexts for managing historical conditions in IS strategizing.

AI-based technologies have changed the nature of the symbiosis between humans and AI, and so strategic management of human-AI interaction in organizations requires deeper ethical considerations. Aligning AI with human values requires a systematic understanding of the ethical management of human-AI interaction. We conduct a theoretical review, from a sociotechnical perspective, and analyze ethical management of human-AI interaction through the lens of sociomateriality. Our systematic approach helps explain and clarify the interdependencies between two ethical perspectives – duty and virtue ethics – in sociotechnical systems. We also provide a theoretical framework that leads to seven avenues for future research.

There is a promising body of work pertaining to the strategic value of IT-enabled self-organised collectives in times of crisis. This area is of significant theoretical and practical importance. Yet, we still have little systematic knowledge about precisely how self-organised collectives contribute during crises and how the value of their contributions might be leveraged strategically. To address this, we develop a model to demonstrate four dimensions across which self-organised collectives create strategic value: (i) information sharing value; (ii) collective resource-mobilisation value; (iii) network value; and (iv) generative value. In doing so, we reveal more about the specific capabilities of self-organised collectives, and we use these insights to develop implications for theory. We conclude by outlining an agenda to encourage and accelerate future research on the role of IT-enabled self-organised collectives during crises.

This review discusses the challenges associated with the sustainability of remote workplaces, which have become more prevalent due to the growing trend of work digitalization and the pandemic-induced push to remote work. These challenges are highlighted in literature across various disciplines, including information systems, but these discourses have remained isolated from each other. In this review, we consolidated and synthesized research on remote work from the perspective of individual workers by reviewing 187 articles published between 1999 and 2020 in recognized academic journals from fields including information systems, organizational studies, economics, human resources, sociology, and psychology. We identified five key themes that concern opportunities and challenges to sustainable remote workplaces: (1) key characteristics, (2) work-life boundaries; (3) health and well-being; (4) social interaction, and (5) leadership. Building on our findings we created a framework that recognizes two interrelated categories of factors influencing remote workplace sustainability – rigid base characteristics and contextual remote workplace variables – that together shape the trajectory of remote workplace sustainability in the long term. The framework also identifies the potential role of information systems in modulating the impact of the base characteristics to build continuities that encourage more sustainable remote workplaces. The paper concludes by offering a research agenda for information systems for sustainable remote workplaces based on the three IS theoretical frames: inclusion, dignity, and boundary objects.

Platforms have gained significant attention in the field of information systems (IS) research. However, the concept of platforms remains fluid and complex due to the diverse phenomena associated with it. Research to date tends to cluster around two predominant perspectives: the economic network perspective and the architectural design perspective. To reconcile the divergent perspectives of platforms and establish a more cohesive foundation for IS theorizing, we undertake an interpretive literature review through the lens of service-dominant (S-D) logic. Drawing on an extensive analysis of the literature, we develop an S-D Platform Framework that provides a deep understanding of the multifaceted nature of platforms as a vital IS capability for value co-creation. This framework sheds light on the fundamental facets of relationality, ambidexterity, and cooperativity, which explain the deep structure of platforms in the realm of IS research. Building on our proposed framework, we put forth an agenda that aims to guide future studies towards a more theoretically compelling trajectory.

Machine learning (ML) analyses offer great potential to craft profound advice for augmenting managerial decision-making. Yet, even the most promising ML advice cannot improve decision-making if it is not utilized by decision makers. We therefore investigate how ML analyses influence decision makers’ utilization of advice and resulting decision-making performance. By analyzing data from 239 ML-supported decisions in real-world organizational scenarios, we demonstrate that decision makers’ utilization of ML advice depends on the information quality and transparency of ML advice as well as decision makers’ trust in data scientists’ competence. Furthermore, we find that decision makers’ utilization of ML advice can lead to improved decision-making performance, which is, however, moderated by the decision makers’ management level. The study’s results can help organizations leverage ML advice to improve decision-making and promote the mutual consideration of technical and social aspects behind ML advice in research and practice as a basic requirement.