Pub Date : 2024-11-28DOI: 10.1016/j.jsis.2024.101874
F. Iannacci , S. Karanasios , G. Viscusi , R. McManus , C. Rupietta , C.W. Tan
This study conceptualizes e-Government maturity from the theoretical lens of strategic change. Drawing on a multiplicity of theories, it undertakes a fuzzy-set Qualitative Comparative Analysis of the drivers of e-Government maturity over the 2010–2020 decade. It bypasses partially conflicting findings about the contribution of human capital to high levels of e-Government maturity by showcasing instead two configurations of conditions where human capital investments become a non-trivial necessary condition over time. Theoretical, methodological, and practical implications are discussed by zooming in on the configurational patterns emerging over time and, by extension, refining the notion of ‘turning point’ discussed in the literature.
{"title":"Unboxing maturity models: A set-theoretic perspective on e-Government configurations over time","authors":"F. Iannacci , S. Karanasios , G. Viscusi , R. McManus , C. Rupietta , C.W. Tan","doi":"10.1016/j.jsis.2024.101874","DOIUrl":"10.1016/j.jsis.2024.101874","url":null,"abstract":"<div><div>This study conceptualizes e-Government maturity from the theoretical lens of strategic change. Drawing on a multiplicity of theories, it undertakes a fuzzy-set Qualitative Comparative Analysis of the drivers of e-Government maturity over the 2010–2020 decade. It bypasses partially conflicting findings about the contribution of human capital to high levels of e-Government maturity by showcasing instead two configurations of conditions where human capital investments become a non-trivial necessary condition over time. Theoretical, methodological, and practical implications are discussed by zooming in on the configurational patterns emerging over time and, by extension, refining the notion of ‘turning point’ discussed in the literature.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101874"},"PeriodicalIF":8.7,"publicationDate":"2024-11-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142745818","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-21DOI: 10.1016/j.jsis.2024.101872
Ilan Oshri , Federica Angeli , Julia Kotlarsky , Jatinder S. Sidhu
The COVID-19 pandemic set off a systemic crisis that spread rapidly across the globe in early 2020, significantly affecting the outsourcing industry. Information Technology (IT) vendors as well as client firms found it challenging to maintain their performance levels. The Information Systems (IS) outsourcing literature, notably, had little insight to offer to client firms about effective IT outsourcing strategies for a systemic crisis. However, the literature did discuss two distinct yet interconnected logics for understanding IT outsourcing performance in non-crisis contexts. Whereas one logic revolves around the possession of strong internal capabilities, the other centers on the externalization of services. Building on this work, we develop a conceptual model to guide a configurational analysis centering on the sustenance of IT outsourcing performance during a systemic crisis. Based on the findings emerging from a fuzzy-set qualitative comparative analysis (fsQCA) of 200 companies across 13 countries, we theorize six organizational logics that client firms can consider to sustain IT outsourcing performance. These logics entail different combinations or configurations of client-firms’ IT outsourcing characteristics and the characteristics of the crisis faced. As systemic crises can engender more or less intense uncertainty, thus affecting the strategic options available to decisions makers, we also use our findings to theorize organizational logics that can enable performance sustenance during low, medium, and high severity crises. We discuss our research’s contributions to the IS outsourcing literature as well as its practical implications.
2020 年初，COVID-19 大流行引发了一场迅速蔓延全球的系统性危机，对外包行业造成了重大影响。信息技术（IT）供应商和客户公司都发现，保持业绩水平是一项挑战。值得注意的是，信息系统（IS）外包文献对客户公司应对系统性危机的有效 IT 外包战略几乎没有什么见解。不过，这些文献确实讨论了在非危机背景下理解信息技术外包绩效的两种截然不同但又相互关联的逻辑。一种逻辑围绕着拥有强大的内部能力，另一种逻辑则以服务外部化为中心。在此基础上，我们建立了一个概念模型，用于指导以系统危机期间 IT 外包绩效的维持为中心的配置分析。根据对 13 个国家 200 家公司进行的模糊集定性比较分析（fsQCA）得出的结论，我们从理论上提出了客户公司为维持 IT 外包绩效可以考虑的六种组织逻辑。这些逻辑需要客户企业的 IT 外包特征和所面临危机的特征的不同组合或配置。由于系统性危机会带来或多或少的不确定性，从而影响决策者的战略选择，因此我们还利用我们的研究结果，从理论上提出了在低、中、高严重性危机期间能够维持绩效的组织逻辑。我们将讨论我们的研究对信息系统外包文献的贡献及其实际意义。
{"title":"Sustaining IT outsourcing performance during a systemic crisis: A configurational approach","authors":"Ilan Oshri , Federica Angeli , Julia Kotlarsky , Jatinder S. Sidhu","doi":"10.1016/j.jsis.2024.101872","DOIUrl":"10.1016/j.jsis.2024.101872","url":null,"abstract":"<div><div>The COVID-19 pandemic set off a systemic crisis that spread rapidly across the globe in early 2020, significantly affecting the outsourcing industry. Information Technology (IT) vendors as well as client firms found it challenging to maintain their performance levels. The Information Systems (IS) outsourcing literature, notably, had little insight to offer to client firms about effective IT outsourcing strategies for a systemic crisis. However, the literature did discuss two distinct yet interconnected logics for understanding IT outsourcing performance in non-crisis contexts. Whereas one logic revolves around the possession of strong internal capabilities, the other centers on the externalization of services. Building on this work, we develop a conceptual model to guide a configurational analysis centering on the sustenance of IT outsourcing performance during a systemic crisis. Based on the findings emerging from a fuzzy-set qualitative comparative analysis (fsQCA) of 200 companies across 13 countries, we theorize six organizational logics that client firms can consider to sustain IT outsourcing performance. These logics entail different combinations or configurations of client-firms’ IT outsourcing characteristics and the characteristics of the crisis faced. As systemic crises can engender more or less intense uncertainty, thus affecting the strategic options available to decisions makers, we also use our findings to theorize organizational logics that can enable performance sustenance during low, medium, and high severity crises. We discuss our research’s contributions to the IS outsourcing literature as well as its practical implications.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101872"},"PeriodicalIF":8.7,"publicationDate":"2024-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142696478","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-15DOI: 10.1016/j.jsis.2024.101875
Inmyung Choi , Min-Seok Pang
Digital innovation is ubiquitous across a wide range of industries, blurring the boundary between traditional and technology industries. An increasing number of firms in traditional industries such as manufacturing, retail, or service now regard themselves as technology companies. In this study, drawing on corporate governance literature, we develop a theoretical framework for the relationship between CEO power and digital innovation. We posit that a more powerful CEO more effectively directs risky digital innovation, leads change management, and resolves conflicts within a firm’s digital and business sides. We find that a more powerful CEO can drive digital innovation to a greater extent. Interestingly, this relationship is weakened by a board of directors’ external social capital but strengthened by the board’s internal social capital. Surprisingly, CEO power is negatively associated with the firm’s non-digital innovation. Our research significantly contributes to the literature on strategic information systems (SIS) on multiple fronts and offers meaningful managerial insights for organizations aiming to innovate using digital technologies.
{"title":"Do CEOs matter? Divergent impact of CEO power on digital and non-digital innovation","authors":"Inmyung Choi , Min-Seok Pang","doi":"10.1016/j.jsis.2024.101875","DOIUrl":"10.1016/j.jsis.2024.101875","url":null,"abstract":"<div><div>Digital innovation is ubiquitous across a wide range of industries, blurring the boundary between traditional and technology industries. An increasing number of firms in traditional industries such as manufacturing, retail, or service now regard themselves as technology companies. In this study, drawing on corporate governance literature, we develop a theoretical framework for the relationship between CEO power and digital innovation. We posit that a more powerful CEO more effectively directs risky digital innovation, leads change management, and resolves conflicts within a firm’s digital and business sides. We find that a more powerful CEO can drive digital innovation to a greater extent. Interestingly, this relationship is weakened by a board of directors’ external social capital but strengthened by the board’s internal social capital. Surprisingly, CEO power is negatively associated with the firm’s non-digital innovation. Our research significantly contributes to the literature on strategic information systems (SIS) on multiple fronts and offers meaningful managerial insights for organizations aiming to innovate using digital technologies.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101875"},"PeriodicalIF":8.7,"publicationDate":"2024-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142657180","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-11DOI: 10.1016/j.jsis.2024.101870
Anuragini Shirish , Shirish C. Srivastava , Niki Panteli , John O’Shanahan
Most prior public sector digital transformation (DT) research has examined the role of digitalization in improving either the internal operational efficiency of the government or the quality of government service delivery to external stakeholders such as citizens and businesses. Although policy-driven digitalization of specific sectors is key for promoting public value, government’s role in orchestrating extra-government digitalization initiatives to create public value has not been sufficiently investigated. To address this perceptible void in the public sector DT literature, we study a government-led DT program designed to promote digitalization among microbusinesses (MB), a sector that has major economic and social implications. Given the significant role of technical and business knowledge in facilitating enterprise DT, we examine and theorize different knowledge mechanisms through which government policy initiatives can help foster MBs’ DT. Drawing on qualitative data from a series of structured interviews and focus groups with government agents, digital champions, and MB owner-managers involved in the implementation of a government-led DT program for MBs in Ireland, among the different DT stakeholders, we identify three knowledge pathways playing different knowledge-related roles and aiming to facilitate this transformation: top-down, bottom-up, and multidirectional. Each pathway comprises distinct practices. Collectively, the identified knowledge mechanisms in the DT program knowledge ecosystem foster social value creation for both MBs and government stakeholders, and therefore for the nation as a whole. Specifically, sustenance of the DT program is achieved through “initiation” and “instantiation” knowledge routes. Our findings offer theoretical contributions to the literatures on government-led digital transformations, effectiveness of government-led digital initiatives, and digital transformation in the MB sector. Our study also has significant implications for policy and practice.
{"title":"A knowledge-centric model for government-orchestrated digital transformation among the microbusiness sector","authors":"Anuragini Shirish , Shirish C. Srivastava , Niki Panteli , John O’Shanahan","doi":"10.1016/j.jsis.2024.101870","DOIUrl":"10.1016/j.jsis.2024.101870","url":null,"abstract":"<div><div>Most prior public sector digital transformation (DT) research has examined the role of digitalization in improving either the internal operational efficiency of the government or the quality of government service delivery to external stakeholders such as citizens and businesses. Although <em>policy-driven digitalization</em> of specific sectors is key for promoting public value, government’s role in orchestrating extra-government digitalization initiatives to create public value has not been sufficiently investigated. To address this perceptible void in the public sector DT literature, we study a government-led DT program designed to promote digitalization among microbusinesses (MB), a sector that has major economic and social implications. Given the significant role of technical and business knowledge in facilitating enterprise DT, we examine and theorize different <em>knowledge mechanisms</em> through which government policy initiatives can help foster MBs’ DT. Drawing on qualitative data from a series of structured interviews and focus groups with government agents, digital champions, and MB owner-managers involved in the implementation of a government-led DT program for MBs in Ireland, among the different DT stakeholders, we identify three knowledge pathways playing different knowledge-related roles and aiming to facilitate this transformation: top-down, bottom-up, and multidirectional. Each pathway comprises distinct practices. Collectively, the identified knowledge mechanisms in the DT program knowledge ecosystem foster social value creation for both MBs and government stakeholders, and therefore for the nation as a whole. Specifically, sustenance of the DT program is achieved through “initiation” and “instantiation” knowledge routes. Our findings offer theoretical contributions to the literatures on government-led digital transformations, effectiveness of government-led digital initiatives, and digital transformation in the MB sector. Our study also has significant implications for policy and practice.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101870"},"PeriodicalIF":8.7,"publicationDate":"2024-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142657179","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-29DOI: 10.1016/j.jsis.2024.101868
Hamed Zolbanin , Benoit Aubert
This paper proposes a process model for design-oriented machine learning (DS-ML) research in the area of information systems (IS). As DS-ML studies become more prevalent in addressing complex business and societal challenges, there is a need for a standardized framework to conduct, communicate, and evaluate such research. We integrate elements from the design science research (DSR) process model, action design research (ADR), and the Cross Industry Standard Process for Data Mining (CRISP-DM) to develop a comprehensive Machine Learning Process Model (MLPM) tailored for academic DS-ML studies. The MLPM outlines eight key phases, including: problem identification; objective formulation; data understanding; data preparation; design, development, and refinement; evaluation; reflection and learning; and communication. We discuss the unique aspects of each phase in the context of DS-ML research and highlight the iterative nature of the process. By providing this structured approach, we aim to enhance the rigor, transparency, and comparability of DS-ML studies in IS research. This model serves as a step towards establishing consistent standards for DS-ML research, facilitating its integration into mainstream IS literature, and unlocking new opportunities for innovation and impact in the field.
{"title":"A process model for design-oriented machine learning research in information systems","authors":"Hamed Zolbanin , Benoit Aubert","doi":"10.1016/j.jsis.2024.101868","DOIUrl":"10.1016/j.jsis.2024.101868","url":null,"abstract":"<div><div>This paper proposes a process model for design-oriented machine learning (DS-ML) research in the area of information systems (IS). As DS-ML studies become more prevalent in addressing complex business and societal challenges, there is a need for a standardized framework to conduct, communicate, and evaluate such research. We integrate elements from the design science research (DSR) process model, action design research (ADR), and the Cross Industry Standard Process for Data Mining (CRISP-DM) to develop a comprehensive Machine Learning Process Model (MLPM) tailored for academic DS-ML studies. The MLPM outlines eight key phases, including: problem identification; objective formulation; data understanding; data preparation; design, development, and refinement; evaluation; reflection and learning; and communication. We discuss the unique aspects of each phase in the context of DS-ML research and highlight the iterative nature of the process. By providing this structured approach, we aim to enhance the rigor, transparency, and comparability of DS-ML studies in IS research. This model serves as a step towards establishing consistent standards for DS-ML research, facilitating its integration into mainstream IS literature, and unlocking new opportunities for innovation and impact in the field.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101868"},"PeriodicalIF":8.7,"publicationDate":"2024-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142554371","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-25DOI: 10.1016/j.jsis.2024.101871
Stephen McCarthy , Paidi O’Raghallaigh , Carol Kelleher , Frédéric Adam
Digital innovation is a complex process in which actors seek to create new value pathways by combining digital resources in a layered modular architecture. While IS scholarship has a rich tradition of research on developing and implementing digital artefacts within intra-organisational contexts, our understanding of knowledge integration across distributed innovation networks is nascent and under-theorised. This is an important area of research given the rising importance of digital innovation networks and the challenges faced in integrating specialised knowledge, especially given the greater diversity, speed, reach, and scope made possible by digital technologies. Drawing on in-depth case study findings from a health IoT project involving multiple organisations and disciplines, we explore how knowledge is integrated across boundaries during the initiation stage of a digital innovation network. Our findings point to boundaries related to the digital platform’s organising vision, resource allocation, delivery roadmap, technical architecture, and intellectual property, to name but a few challenges. We then reveal five socio-cognitive modes of knowledge integration which actors strategically enact to cross syntactic, semantic, and pragmatic boundaries: Signalling, Assembling, Contesting, Discounting, and Finalising. The choice of mode depends on the perceived knowledge status (‘what they know’) and social status (‘who they are’) of network actors, which highlight the salience of both social and cognitive dependencies for knowledge integration. We further discuss the contribution of design objects for overcoming differences and distinctions between specialist actors in a digital innovation network.
{"title":"A socio-cognitive perspective of knowledge integration in digital innovation networks","authors":"Stephen McCarthy , Paidi O’Raghallaigh , Carol Kelleher , Frédéric Adam","doi":"10.1016/j.jsis.2024.101871","DOIUrl":"10.1016/j.jsis.2024.101871","url":null,"abstract":"<div><div>Digital innovation is a complex process in which actors seek to create new value pathways by combining digital resources in a layered modular architecture. While IS scholarship has a rich tradition of research on developing and implementing digital artefacts within intra-organisational contexts, our understanding of knowledge integration across distributed innovation networks is nascent and under-theorised. This is an important area of research given the rising importance of digital innovation networks and the challenges faced in integrating specialised knowledge, especially given the greater diversity, speed, reach, and scope made possible by digital technologies. Drawing on in-depth case study findings from a health IoT project involving multiple organisations and disciplines, we explore how knowledge is integrated across boundaries during the initiation stage of a digital innovation network. Our findings point to boundaries related to the digital platform’s organising vision, resource allocation, delivery roadmap, technical architecture, and intellectual property, to name but a few challenges. We then reveal five socio-cognitive modes of knowledge integration which actors strategically enact to cross syntactic, semantic, and pragmatic boundaries: <em>Signalling</em>, <em>Assembling</em>, <em>Contesting</em>, <em>Discounting</em>, and <em>Finalising</em>. The choice of mode depends on the perceived knowledge status (‘what they know’) and social status (‘who they are’) of network actors, which highlight the salience of both social <em>and</em> cognitive dependencies for knowledge integration. We further discuss the contribution of design objects for overcoming differences and distinctions between specialist actors in a digital innovation network.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101871"},"PeriodicalIF":8.7,"publicationDate":"2024-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142534991","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Is AI a strategic IS? Reflections and opportunities for research","authors":"Shan-Ling Pan , Rohit Nishant , Tuure Tuunanen , Jyoti Choudrie","doi":"10.1016/j.jsis.2024.101866","DOIUrl":"10.1016/j.jsis.2024.101866","url":null,"abstract":"","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"33 4","pages":"Article 101866"},"PeriodicalIF":8.7,"publicationDate":"2024-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142527311","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-22DOI: 10.1016/j.jsis.2024.101869
Eleni Lioliou , Oliver Krancher , Ilan Oshri
This paper examines the effect of forced and emergent competition- and cooperation-enhancing mechanisms on joint multisourcing performance. We draw on research on coopetition in IS multisourcing and the literature on the crowding-out effect to theorise the interplay between these mechanisms. We argue that the key to understanding whether these mechanisms complement or substitute each other lies in the distinction between forced and emergent mechanisms, as these respectively invoke either an economic or a social logic among vendors. We test these ideas through a survey study of 108 multisourcing arrangements. Our results show that while a forced competition and an emergent cooperation mechanism can individually improve joint performance in multisourcing, the co-existence of economic and social logics results in a substitutional effect. A complementary effect is achieved when competition and cooperation mechanisms are of the same logic. Our study extends the existing IS outsourcing literature by shedding light on the role of forced and emergent mechanisms, either as competition or cooperation-enhancing, in enhancing multisourcing performance.
本文探讨了强制和新出现的竞争与合作促进机制对联合多方外包绩效的影响。我们借鉴了有关 IS 多方采购中的合作竞争的研究以及有关挤出效应的文献，对这些机制之间的相互作用进行了理论分析。我们认为，理解这些机制是相互补充还是相互替代的关键在于区分强制机制和突发机制，因为这些机制分别在供应商中引发了经济逻辑或社会逻辑。我们通过对 108 个多外包安排的调查研究来验证这些观点。我们的研究结果表明，虽然强制竞争机制和新兴合作机制可以单独提高多方采购的联合绩效，但经济逻辑和社会逻辑的并存会产生替代效应。当竞争机制和合作机制的逻辑相同时，就会产生互补效应。我们的研究扩展了现有的信息系统外包文献，揭示了强制机制和新兴机制在提高多方外包绩效中的作用，无论是竞争机制还是合作促进机制。
{"title":"The complementary and substitutional effects of forced and emergent mechanisms in multisourcing","authors":"Eleni Lioliou , Oliver Krancher , Ilan Oshri","doi":"10.1016/j.jsis.2024.101869","DOIUrl":"10.1016/j.jsis.2024.101869","url":null,"abstract":"<div><div>This paper examines the effect of forced and emergent competition- and cooperation-enhancing mechanisms on joint multisourcing performance. We draw on research on coopetition in IS multisourcing and the literature on the crowding-out effect to theorise the interplay between these mechanisms. We argue that the key to understanding whether these mechanisms complement or substitute each other lies in the distinction between forced and emergent mechanisms, as these respectively invoke either an economic or a social logic among vendors.<!--> <!-->We test these ideas through a survey study of 108 multisourcing arrangements. Our results show that while a forced competition and an emergent cooperation mechanism can individually improve joint performance in<!--> <!-->multisourcing, the co-existence of economic and social logics results in a substitutional effect.<!--> <!-->A complementary<!--> <!-->effect is achieved when competition and<!--> <!-->cooperation mechanisms are of the same logic. Our study extends the existing IS outsourcing<!--> <!-->literature by shedding light on the role of forced and<!--> <!-->emergent mechanisms, either as competition or cooperation-enhancing, in enhancing<!--> <!-->multisourcing<!--> <!-->performance.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101869"},"PeriodicalIF":8.7,"publicationDate":"2024-10-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142534990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-21DOI: 10.1016/j.jsis.2024.101867
Yolande E. Chan (JSIS Editor-in-Chief)
{"title":"Welcome to the fourth issue of volume 33 of the Journal of Strategic Information Systems","authors":"Yolande E. Chan (JSIS Editor-in-Chief)","doi":"10.1016/j.jsis.2024.101867","DOIUrl":"10.1016/j.jsis.2024.101867","url":null,"abstract":"","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"33 4","pages":"Article 101867"},"PeriodicalIF":8.7,"publicationDate":"2024-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142527310","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While there have been studies focused on digital transformation (DT) in industry, we lack an understanding of how it materializes in disaster management (DM). This research provides a literature review of IT-enabled and digital initiatives in DM and examines the potential for DT in the field. We analyzed 254 articles from six different disciplines on the use of digital technology in DM and then developed a framework that organizes the central concept of DT in DM around five key areas. Using this framework, we explain the key digital capabilities necessary in DM to develop and implement authority- or public-driven initiatives, articulate and demonstrate DT differences in the industry setting, and provide avenues for future research in this area.
{"title":"Digital transformation in disaster management: A literature review","authors":"Diana Fischer-Preßler , Dario Bonaretti , Deborah Bunker","doi":"10.1016/j.jsis.2024.101865","DOIUrl":"10.1016/j.jsis.2024.101865","url":null,"abstract":"<div><div>While there have been studies focused on digital transformation (DT) in industry, we lack an understanding of how it materializes in disaster management (DM). This research provides a literature review of IT-enabled and digital initiatives in DM and examines the potential for DT in the field. We analyzed 254 articles from six different disciplines on the use of digital technology in DM and then developed a framework that organizes the central concept of DT in DM around five key areas. Using this framework, we explain the key digital capabilities necessary in DM to develop and implement authority- or public-driven initiatives, articulate and demonstrate DT differences in the industry setting, and provide avenues for future research in this area.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"33 4","pages":"Article 101865"},"PeriodicalIF":8.7,"publicationDate":"2024-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142527309","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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