Pub Date : 2023-03-01DOI: 10.1080/0960085x.2023.2174050
Ernestine Dickhaut, Andreas Janson, Matthias Söllner, J. Leimeister
New political objectives, emerging regulatory regimes for the digital sphere, and higher penalties for violations have intensified the pressure to develop lawful IT artefacts. As the adaptation of existing IT artefacts to new regulations can be expensive and arduous, a more attractive approach would be to design IT artefacts lawfully from the beginning. A major challenge is that the law is generally technology-neutral, and lawful design requires legal expertise throughout the development, which is costly and time consuming due to communication challenges between legal experts and developers. One possible approach to proactively consider IT regulations in the systems development is design patterns that convey legal design knowledge and support developers in determining the appropriate design options. Consequently, we develop a framework for lawful design patterns and demonstrate their feasibility and advantages using the example of developing AI-based assistants and the regulation of the General Data Protection Regulation (GDPR). Using the design pattern framework, we develop design patterns for lawful AI-based assistants and evaluate them using (a) an experimental approach to show the usefulness of the patterns for developers and (b) rely on a legal simulation study to holistically evaluate how design patterns contribute to lawful IT.
{"title":"Lawfulness by design – development and evaluation of lawful design patterns to consider legal requirements","authors":"Ernestine Dickhaut, Andreas Janson, Matthias Söllner, J. Leimeister","doi":"10.1080/0960085x.2023.2174050","DOIUrl":"https://doi.org/10.1080/0960085x.2023.2174050","url":null,"abstract":"New political objectives, emerging regulatory regimes for the digital sphere, and higher penalties for violations have intensified the pressure to develop lawful IT artefacts. As the adaptation of existing IT artefacts to new regulations can be expensive and arduous, a more attractive approach would be to design IT artefacts lawfully from the beginning. A major challenge is that the law is generally technology-neutral, and lawful design requires legal expertise throughout the development, which is costly and time consuming due to communication challenges between legal experts and developers. One possible approach to proactively consider IT regulations in the systems development is design patterns that convey legal design knowledge and support developers in determining the appropriate design options. Consequently, we develop a framework for lawful design patterns and demonstrate their feasibility and advantages using the example of developing AI-based assistants and the regulation of the General Data Protection Regulation (GDPR). Using the design pattern framework, we develop design patterns for lawful AI-based assistants and evaluate them using (a) an experimental approach to show the usefulness of the patterns for developers and (b) rely on a legal simulation study to holistically evaluate how design patterns contribute to lawful IT.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":" ","pages":""},"PeriodicalIF":9.5,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47295480","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":"Journal of Information Systems Workshop on Data Value Creation: Views from Industry and Academia","authors":"J. Boritz, Theophanis C. Stratopoulos","doi":"10.2308/isys-2023-002","DOIUrl":"https://doi.org/10.2308/isys-2023-002","url":null,"abstract":"","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":"146 1","pages":"1-6"},"PeriodicalIF":9.5,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78056160","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 : 2023-02-28DOI: 10.1080/0960085x.2023.2178978
Ying Hua, Dongyi Wang, X. Luo, Fang-Kai Chang, Y. Xie
{"title":"Discovering the juxtaposed affordances in digitally transformed live streaming e-commerce: A mixed-methods study from a vicarious learning perspective","authors":"Ying Hua, Dongyi Wang, X. Luo, Fang-Kai Chang, Y. Xie","doi":"10.1080/0960085x.2023.2178978","DOIUrl":"https://doi.org/10.1080/0960085x.2023.2178978","url":null,"abstract":"","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":" ","pages":""},"PeriodicalIF":9.5,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47928567","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 : 2023-02-27DOI: 10.1080/0960085X.2023.2178742
Felix Lorenz, Arne Buchwald
ABSTRACT Several organisations have introduced a new leadership role, the Chief Digital Officer (CDO), as a centralised role in their top management team (TMT), tasked with accelerating and coordinating their digital transformation. While previous research proposes a complementary, tight alignment between the CDO and the Chief Information Officer (CIO), role redundancies and the fight for recognition and resources also suggest an inherent tension. We provide insights into the CIO-CDO collaboration quality based on role, TMT cooperation, conflict theory, and a dyadic design approach of 11 CIO-CDO relationships with 33 expert interviews in two waves. Our findings indicate that the CIO-CDO relationship may not always be as complementary as proposed in the literature; instead, in the vast majority of our dyads, there is too much role conflict to achieve tight alignment, leading to separation behaviour between the roles. We identify the involvement in the introduction of the other role, the CIO demand-side orientation, and the CDO supply-side orientation as important contingency factors determining the quality of the CIO-CDO relationship. Finally, unless the CIO-CDO relationship resembles a perfect match, a unified Chief Digital and Information Officer (CDIO) role may better resolve the challenges we identify in our sample’s dyads. Our insights extend the understanding of the CIO-CDO relationship.
{"title":"A perfect match or an arranged marriage? How chief digital officers and chief information officers perceive their relationship: a dyadic research design","authors":"Felix Lorenz, Arne Buchwald","doi":"10.1080/0960085X.2023.2178742","DOIUrl":"https://doi.org/10.1080/0960085X.2023.2178742","url":null,"abstract":"ABSTRACT Several organisations have introduced a new leadership role, the Chief Digital Officer (CDO), as a centralised role in their top management team (TMT), tasked with accelerating and coordinating their digital transformation. While previous research proposes a complementary, tight alignment between the CDO and the Chief Information Officer (CIO), role redundancies and the fight for recognition and resources also suggest an inherent tension. We provide insights into the CIO-CDO collaboration quality based on role, TMT cooperation, conflict theory, and a dyadic design approach of 11 CIO-CDO relationships with 33 expert interviews in two waves. Our findings indicate that the CIO-CDO relationship may not always be as complementary as proposed in the literature; instead, in the vast majority of our dyads, there is too much role conflict to achieve tight alignment, leading to separation behaviour between the roles. We identify the involvement in the introduction of the other role, the CIO demand-side orientation, and the CDO supply-side orientation as important contingency factors determining the quality of the CIO-CDO relationship. Finally, unless the CIO-CDO relationship resembles a perfect match, a unified Chief Digital and Information Officer (CDIO) role may better resolve the challenges we identify in our sample’s dyads. Our insights extend the understanding of the CIO-CDO relationship.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":"32 1","pages":"372 - 389"},"PeriodicalIF":9.5,"publicationDate":"2023-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47623529","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 : 2023-02-22DOI: 10.1080/0960085X.2023.2175474
S. Jarvenpaa, Lisen Selander
ABSTRACT Digital transformation can produce scaling in numbers – growing organisational boundaries by adding new users, customers, or members. For membership-based organisations, such as social movement organisations (SMOs), digital scaling brings an inflow of new resources and members at a pace that previously was unimaginable, as well as mounting power and influence. But sustained rapid growth in new membership also can introduce a tension related to digital scaling and political or social impact. In this research, we trace this tension to member prototype ambiguity – that is, to a perceived variation in the attributes, assumptions, and actions of the new members entering the organisation. Such ambiguity can have a destabilising effect on collective identity that might significantly weaken the political or social impact of the SMO. In this longitudinal study of Amnesty International, we examine how digital transformation and scaling unveiled this tension and how the professional core at two of Amnesty’s national sections, Australia and Sweden, addressed the prototype ambiguity that ensued. This research contributes to the existing literature on digital transformation, prototype ambiguity, and social movements, by providing insight into the challenges and opportunities presented by digital scaling in membership-based organisations such as SMOs.
{"title":"Between scale and impact: member prototype ambiguity in digital transformation","authors":"S. Jarvenpaa, Lisen Selander","doi":"10.1080/0960085X.2023.2175474","DOIUrl":"https://doi.org/10.1080/0960085X.2023.2175474","url":null,"abstract":"ABSTRACT Digital transformation can produce scaling in numbers – growing organisational boundaries by adding new users, customers, or members. For membership-based organisations, such as social movement organisations (SMOs), digital scaling brings an inflow of new resources and members at a pace that previously was unimaginable, as well as mounting power and influence. But sustained rapid growth in new membership also can introduce a tension related to digital scaling and political or social impact. In this research, we trace this tension to member prototype ambiguity – that is, to a perceived variation in the attributes, assumptions, and actions of the new members entering the organisation. Such ambiguity can have a destabilising effect on collective identity that might significantly weaken the political or social impact of the SMO. In this longitudinal study of Amnesty International, we examine how digital transformation and scaling unveiled this tension and how the professional core at two of Amnesty’s national sections, Australia and Sweden, addressed the prototype ambiguity that ensued. This research contributes to the existing literature on digital transformation, prototype ambiguity, and social movements, by providing insight into the challenges and opportunities presented by digital scaling in membership-based organisations such as SMOs.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":"32 1","pages":"390 - 408"},"PeriodicalIF":9.5,"publicationDate":"2023-02-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43170832","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 : 2023-02-21DOI: 10.1080/0960085x.2023.2180446
Marvin Auf der Landwehr, Thorsten Schoormann, Christoph von Viebahn, Maik Trott
{"title":"From purchase to pantry – exploring archetypes and strategies in the context of e-grocery fulfilment","authors":"Marvin Auf der Landwehr, Thorsten Schoormann, Christoph von Viebahn, Maik Trott","doi":"10.1080/0960085x.2023.2180446","DOIUrl":"https://doi.org/10.1080/0960085x.2023.2180446","url":null,"abstract":"","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":" ","pages":""},"PeriodicalIF":9.5,"publicationDate":"2023-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43448460","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 : 2023-02-14DOI: 10.1080/0960085X.2023.2166431
Anuragini Shirish, S. Srivastava, N. Panteli
ABSTRACT Despite the economic and societal significance of microbusinesses (MBs), digital transformation (DT) efforts in the MB sector have been rather sporadic. Further, prior DT studies have primarily examined large- and mid-sized organisations, leaving a perceptible void in the literature. In this paper, we leverage the unique context of MBs and recognise the key role of microbusiness owner-managers (MBOMs) for the management and sustenance of DT initiatives. Specifically, we theorise the influence of MBOMs’ DT readiness in terms of their growth and technology mindsets contributing to their DT learning resources and processes. Drawing on qualitative data from a series of structured interviews and focus groups with MBOMs and other key stakeholders in the Irish MB digital ecosystem, we identity three MBOM digital transformer archetypes comprising unique configurations of MBOMs’ growth and technology mindsets, namely: champion digital transformers, emerging digital transformers, and aspiring digital transformers. For each of these archetypes, we explore the different learning capabilities and mechanisms through which MBOMs manage and sustain their digital transformation efforts. Our findings offer theoretical contributions to the fields of digital transformation in microbusinesses, digital leadership, and digital capabilities. Our study also has significant implications for policy and practice.
{"title":"Management and sustenance of digital transformations in the Irish microbusiness sector: examining the key role of microbusiness owner-manager","authors":"Anuragini Shirish, S. Srivastava, N. Panteli","doi":"10.1080/0960085X.2023.2166431","DOIUrl":"https://doi.org/10.1080/0960085X.2023.2166431","url":null,"abstract":"ABSTRACT Despite the economic and societal significance of microbusinesses (MBs), digital transformation (DT) efforts in the MB sector have been rather sporadic. Further, prior DT studies have primarily examined large- and mid-sized organisations, leaving a perceptible void in the literature. In this paper, we leverage the unique context of MBs and recognise the key role of microbusiness owner-managers (MBOMs) for the management and sustenance of DT initiatives. Specifically, we theorise the influence of MBOMs’ DT readiness in terms of their growth and technology mindsets contributing to their DT learning resources and processes. Drawing on qualitative data from a series of structured interviews and focus groups with MBOMs and other key stakeholders in the Irish MB digital ecosystem, we identity three MBOM digital transformer archetypes comprising unique configurations of MBOMs’ growth and technology mindsets, namely: champion digital transformers, emerging digital transformers, and aspiring digital transformers. For each of these archetypes, we explore the different learning capabilities and mechanisms through which MBOMs manage and sustain their digital transformation efforts. Our findings offer theoretical contributions to the fields of digital transformation in microbusinesses, digital leadership, and digital capabilities. Our study also has significant implications for policy and practice.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":"32 1","pages":"409 - 433"},"PeriodicalIF":9.5,"publicationDate":"2023-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46794711","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 : 2023-02-09DOI: 10.1080/0960085x.2023.2167671
Nicolai Etienne Fabian, John Qi Dong, Thijs L. J. Broekhuizen, P. Verhoef
{"title":"Business value of SME digitalisation: when does it pay off more?","authors":"Nicolai Etienne Fabian, John Qi Dong, Thijs L. J. Broekhuizen, P. Verhoef","doi":"10.1080/0960085x.2023.2167671","DOIUrl":"https://doi.org/10.1080/0960085x.2023.2167671","url":null,"abstract":"","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":" ","pages":""},"PeriodicalIF":9.5,"publicationDate":"2023-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49326134","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 : 2023-02-02DOI: 10.1080/0960085x.2023.2169202
Jiabao Lin, Xin (Robert) Luo, Lei Li, Carol W. Hsu
{"title":"Unraveling the effect of organisational resources and top management support on e-commerce capabilities: evidence from ADANCO-SEM and fsQCA","authors":"Jiabao Lin, Xin (Robert) Luo, Lei Li, Carol W. Hsu","doi":"10.1080/0960085x.2023.2169202","DOIUrl":"https://doi.org/10.1080/0960085x.2023.2169202","url":null,"abstract":"","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":" ","pages":""},"PeriodicalIF":9.5,"publicationDate":"2023-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47247177","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 : 2023-01-28DOI: 10.1080/0960085X.2023.2165978
Roxana Ologeanu-Taddeï, C. Guthrie, T. Jensen
ABSTRACT Digital transformation (DT) is typically described as a strategic, top-down initiative where new digital technologies fundamentally disrupt an organisation’s structure, procedures, and processes to enhance its value proposition. We propose a middle-range theory which highlights that DT of professional practices in healthcare follows a different path. To build this theory, we transpose the metaphor of a “fitness landscape” from evolutionary biology to a professional healthcare context to build an intermediate conceptualisation, which is then refined through an empirical study. Our theory highlights that external events, such as the COVID-19 pandemic, changing patient behaviours or the availability of new digital resources, transform the “value landscape” upon which healthcare professionals create and deliver healthcare services to patients. Empowered by their professional autonomy and driven by their service orientation, healthcare professionals search for new paths and peaks for value creation and delivery across a rugged landscape. As digital resources are leveraged, new value propositions in practice emerge, and professional healthcare practices are digitally transformed.
{"title":"Digital transformation of professional healthcare practices: fitness seeking across a rugged value landscape","authors":"Roxana Ologeanu-Taddeï, C. Guthrie, T. Jensen","doi":"10.1080/0960085X.2023.2165978","DOIUrl":"https://doi.org/10.1080/0960085X.2023.2165978","url":null,"abstract":"ABSTRACT Digital transformation (DT) is typically described as a strategic, top-down initiative where new digital technologies fundamentally disrupt an organisation’s structure, procedures, and processes to enhance its value proposition. We propose a middle-range theory which highlights that DT of professional practices in healthcare follows a different path. To build this theory, we transpose the metaphor of a “fitness landscape” from evolutionary biology to a professional healthcare context to build an intermediate conceptualisation, which is then refined through an empirical study. Our theory highlights that external events, such as the COVID-19 pandemic, changing patient behaviours or the availability of new digital resources, transform the “value landscape” upon which healthcare professionals create and deliver healthcare services to patients. Empowered by their professional autonomy and driven by their service orientation, healthcare professionals search for new paths and peaks for value creation and delivery across a rugged landscape. As digital resources are leveraged, new value propositions in practice emerge, and professional healthcare practices are digitally transformed.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":"32 1","pages":"354 - 371"},"PeriodicalIF":9.5,"publicationDate":"2023-01-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41864686","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：