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The Impact of Gamified Cyberbullying Trends on Adolescent Mental Health on TikTok in the U.S.
AI Processed Human Approved

What forms of cyberbullying do adolescents experience in gamified TikTok trends, and how do they differ by gender?

Gordon Amidu
The Impact of Gamified Cyberbullying Trends on Adolescent Mental Health on TikTok in the U.S.
2025
Key findings
  • Non-cyberbullying comments comprised over 96% of all interactions, demonstrating the impact of automated platform moderation and bystander intervention.
  • Sexualization emerged as the predominant cyberbullying tactic, accounting for 92.46% of male-directed cyberbullying and 89.19% of female-directed cyberbullying.
  • Gendered patterns were prominent in topic modeling: male content elicited performance-based roasts, whereas female content attracted appearance-focused rating commentary.
  • Sentiment analysis showed that female adolescents received proportionally more neutral audience responses and fewer negative reactions than male peers.
What it means for you
  • CIO / IT Executive: Initiate a review of the current content moderation algorithms and their effectiveness in identifying and flagging subtle forms of gamified cyberbullying, particularly sexualization and appearance-focused commentary, as outlined in the research. Schedule a follow-up meeting with the AI/ML team by Wednesday to discuss potential enhancements based on these findings.
  • IT Manager: Begin analyzing the platform's reporting mechanisms. Identify any user-facing features that might be inadvertently hindering adolescents from reporting gamified cyberbullying by making it appear 'playful'. Prepare a brief report by end of day Monday on potential UI/UX improvements for reporting tools, focusing on clarity and ease of use.
  • Business Strategist: Develop a preliminary risk assessment framework for new gamified campaign launches on TikTok. This framework should explicitly incorporate potential negative externalities like gamified cyberbullying and its gendered manifestations, as identified in the research, and assess how these risks might impact brand reputation and user engagement.
  • Researcher: Begin designing a follow-up study protocol. Focus on how to specifically capture and analyze 'playful' or gamified cyberbullying that might evade current detection methods, using the research findings on sexualization and appearance-based commentary as key indicators. Prioritize developing an analytical framework that distinguishes between genuine 'roasts' and harmful cyberbullying.
  • Policymaker: Draft a policy brief for internal review that outlines the need for updated platform guidelines. This brief should specifically address the challenge of gamified cyberbullying on platforms like TikTok, referencing the research's findings on sexualization and gendered patterns, and proposing that platforms implement clearer definitions and more robust enforcement mechanisms for these evolving forms of online harassment.
cyberbullying, gamification-trolling, TikTok, gender, adolescent online behavior, social media
The Impact of Cyberbullying on Help-Seeking Among Depressed Young adults in the United States
AI Processed Human Approved

How do TikTok users respond when young adults share their struggles with depression?

Gordon Amidu
The Impact of Cyberbullying on Help-Seeking Among Depressed Young adults in the United States
2025
Key findings
  • Non-cyberbullying comments significantly outnumbered cyberbullying comments, accounting for 92.2% of overall engagement compared to 7.8% cyberbullying interactions.
  • Supportive responses were the most common interaction style (53.51%), followed by harmful (17.68%), dismissive (15.91%), sarcastic (8.83%), peer invalidation (3.42%), and blaming (0.65%) comments.
  • Sentiment analysis revealed that responses to depression-related content were predominantly neutral, reflecting cautious and non-judgmental user engagement.
  • Topic modeling identified five primary thematic areas in user discussions: Emotional Vulnerability, Identity Struggles, Social Connection, Negative Emotions, and Emotional Expression.
What it means for you
  • CIO / IT Executive: On Monday morning, direct your cybersecurity team to review existing platform moderation tools and policies for social media platforms commonly used by young adults, with a specific focus on identifying potential enhancements to detect and flag harmful comment patterns identified in the research (e.g., dismissive, sarcastic, peer invalidation).
  • IT Manager: On Monday morning, initiate a review of our internal IT support resources and documentation related to online safety and responsible social media use, ensuring it includes guidance on identifying and reporting cyberbullying, and consider adding specific examples of the types of harmful comments found in the research.
  • Business Strategist: On Monday morning, task your market research team to analyze the brand's current social media engagement strategy on platforms like TikTok, specifically looking for opportunities to amplify supportive and positive content in response to mental health disclosures, and to identify potential risks associated with negative comment trends.
  • Researcher: On Monday morning, begin planning your next research project by drafting a proposal to replicate this study's methodology on other emerging social media platforms or with different demographic groups to broaden the understanding of cyberbullying's impact on help-seeking behavior.
  • Policymaker: On Monday morning, schedule a meeting with your legislative aides to begin drafting policy recommendations that encourage social media platforms to implement more robust content moderation systems specifically designed to identify and mitigate cyberbullying that hinders vulnerable individuals from seeking help.
cyberbullying, mental health, TikTok, depression, social media harassment, help-seeking
Body Image Distress and Cyberbullying Among Adolescent Girls in the U.S.
AI Processed Human Approved

How common is body-related cyberbullying against adolescent girls on TikTok, and what forms does it take?

Gordon Amidu
Body Image Distress and Cyberbullying Among Adolescent Girls in the U.S.
2025
Key findings
  • Cyberbullying constituted 7.4% of total analyzed interactions, whereas non-cyberbullying comments comprised 92.6%.
  • Body shaming was the most prevalent cyberbullying behavior (41.68%), followed by insults (24.78%) and teasing (21.26%).
  • Neutral sentiment predominated user responses, followed by positive sentiment, with negative sentiment representing the smallest proportion.
  • Topic modeling revealed five primary themes: Appearance Monitoring, Body Commentary, Positive Affirmations, Social Comparison, and Identity Confusion.
What it means for you
  • CIO / IT Executive: Initiate a review of existing content moderation algorithms and reporting mechanisms to assess their effectiveness in detecting and flagging body shaming, insults, and teasing comments related to appearance on platforms frequented by adolescent girls, aiming to prioritize enhancements for these specific issue types.
  • IT Manager: Schedule a technical deep-dive meeting with the content moderation team to present the research findings on the prevalence of body shaming and insults on TikTok, and collaboratively identify specific keyword filters and pattern recognition strategies to implement within current moderation tools to better catch these behaviors.
  • Business Strategist: Develop a proposal for a new product feature or marketing campaign that leverages positive affirmations and counter-narratives to combat social comparison and identity confusion related to body image on social media platforms, referencing the research's thematic analysis of positive affirmations as a potential intervention.
  • Researcher: Begin drafting a follow-up research proposal that specifically investigates the effectiveness of different types of content moderation (e.g., AI-driven vs. human) in mitigating body shaming and insult-based cyberbullying on TikTok, and proposes a quantitative analysis of user sentiment shifts post-intervention.
  • Policymaker: Draft a preliminary policy brief for the relevant government agency, highlighting the study's quantitative data on the percentage of cyberbullying and the specific themes of harassment (body shaming, insults), and outlining the urgent need for platform-specific regulations and youth mental health intervention funding to address appearance-centered online harassment.
Body shaming, Cyberbullying, Adolescent girls, TikTok, Online harassment
Improving Self-Organization Capability in e-Learning using Soft System Methodology: A Case from Indonesia
AI Processed Human Approved

How can universities better organize themselves to adapt and deliver effective online learning?

Indriani Noor Hapsari, Dana Indra Sensuse, Harry Budi Santoso, Indra Budi, Ryan Randy Suryono, Kautsarina
Improving Self-Organization Capability in e-Learning using Soft System Methodology: A Case from Indonesia
International Conference on Information Systems (ICIS) · 2024
Key findings
  • Identified four core dimensions influencing self-organization in higher education: strategic planning, personnel development, learning resource management, and IT capability.
  • Formulated seven actionable interventions, including establishing clear multi-year strategies, promoting open dialogue across faculties, visualizing workload allocations, and implementing collaborative feedback mechanisms for course design.
  • Highlighted the vital roles Information Systems play as enablers for group decision-making, performance tracking, knowledge sharing, and managing system dependencies.
What it means for you
  • CIO / IT Executive: On Monday morning, initiate a review of existing IT infrastructure and systems specifically identifying which ones are currently siloed and propose an initial phased approach (e.g., Phase 1: Integration of student information system with the learning management system) for breaking down these silos, with a preliminary timeline and resource estimate.
  • IT Manager: On Monday morning, schedule a 30-minute check-in with a representative from the academic affairs department to discuss how existing IT systems can better support collaborative feedback mechanisms for course design, identifying one specific tool or feature that could be enhanced or implemented in the next sprint.
  • Business Strategist: On Monday morning, draft a one-page outline for a multi-year e-learning strategy document, focusing on how to integrate the identified four core dimensions (strategic planning, personnel development, learning resource management, IT capability) into measurable objectives for the next academic year, and identify one key stakeholder group for initial feedback.
  • Researcher: On Monday morning, begin compiling a list of existing open-dialogue platforms or communication channels within the university and identify two specific instances where they could be leveraged to facilitate cross-faculty discussions on e-learning best practices or challenges.
  • Policymaker: On Monday morning, draft a memo to the academic senate proposing a pilot program for a collaborative feedback mechanism for course design, outlining the key benefits, the intended process, and requesting their endorsement to explore its feasibility further.
soft-system methodology, self-organization, higher education, e-learning, information system, Indonesia
A Research Agenda to Understand Drivers of Digital Gullibility
AI Processed Human Approved

What drives digital gullibility, and how can systems be designed to help users critically evaluate online information?

Margeret Hall, Christian Haas
A Research Agenda to Understand Drivers of Digital Gullibility
International Conference on Information Systems (ICIS) · 2022
Key findings
  • Frames digital gullibility as a key antecedent to maladaptive online behaviors rather than focusing solely on misinformation output.
  • Integrates socio-technical system principles with concepts like context collapse and network externalities to explain persistent online gullibility.
  • Formulates ten research propositions across three gaps: information context, individual seeking behavior, and realized behavior.
  • Provides actionable guidance for designing user-centric systems that enhance epistemic vigilance and reduce information verification costs.
What it means for you
  • CIO / IT Executive: On Monday morning, initiate a cross-departmental working group with representatives from Security, User Experience, and Training to review the research agenda's propositions, specifically focusing on how to integrate 'epistemic vigilance' enhancement into the next IT security awareness training module, prioritizing the 'information context' gap.
  • IT Manager: On Monday morning, schedule a 30-minute review session with your team to discuss the concept of 'context collapse' as presented in the research and brainstorm one specific system design tweak (e.g., adding a 'source credibility' indicator to internal dashboards) that could reduce information verification costs for your users, to be piloted within the week.
  • Business Strategist: On Monday morning, draft a one-page executive summary for your leadership team that translates the research's core finding on 'digital gullibility as an antecedent to maladaptive online behaviors' into a business risk, proposing a brief for exploring how to quantify the cost of digital gullibility within your organization's operations.
  • Researcher: On Monday morning, begin a literature review focused on the 'individual seeking behavior' gap outlined in the research, specifically searching for empirical studies that measure user-reported 'epistemic vigilance' in different online environments to refine your next research question.
  • Policymaker: On Monday morning, draft an inquiry to relevant government agencies or industry bodies requesting current data on the prevalence and economic impact of 'digital scams' and 'phishing' within your jurisdiction, framing the request around understanding 'digital gullibility' as a root cause.
Digital gullibility, maladaptive outcomes, context collapse, network externalities, epistemic vigilance, socio-technical systems
Digital Mental Health Resilience During Natural Disasters: A Scoping Review and Research Agenda
AI Processed Human Approved

How do communities use social media to support mental health recovery during natural disasters?

Mohammad Ariful Islam, Julian Marx, Libo Liu, Ofir Turel
Digital Mental Health Resilience During Natural Disasters: A Scoping Review and Research Agenda
2025
Key findings
  • Identified seven key socio-technical themes describing how social media fosters mental health resilience across natural disaster phases.
  • Revealed that communities actively curate content and self-regulate online spaces to protect users from distress, misinformation, and trauma.
  • Demonstrated the importance of vulnerability-sensitive channels and cross-sector coordination among community groups, government agencies, and mental health providers.
What it means for you
  • CIO / IT Executive: On Monday morning, schedule a brief exploratory meeting with your innovation team to assess existing social media monitoring tools and identify potential enhancements for detecting and analyzing distress signals and misinformation during simulated disaster scenarios.
  • IT Manager: On Monday morning, review the current moderation policies for any public-facing community forums or social media channels managed by your organization, and identify specific criteria related to 'vulnerability-sensitive content' that could be integrated into moderation guidelines.
  • Business Strategist: On Monday morning, initiate a conversation with your communications and marketing teams to explore how your organization's social media presence could be adapted to proactively offer mental health resources or foster supportive community interactions, especially in light of potential regional disaster risks.
  • Researcher: On Monday morning, begin drafting a concise summary of the 'vulnerability-sensitive channels' and 'cross-sector coordination' findings from this review, identifying specific examples or hypothetical scenarios where these could be applied to digital mental health resilience research.
  • Policymaker: On Monday morning, draft a short memo to your relevant department heads, flagging the research finding on 'communities actively curate content and self-regulate online spaces' and suggesting a brief discussion on how public digital platforms could be better designed or supported to facilitate this self-regulation for mental health resilience during crises.
Social media, natural disasters, digital mental health resilience, community resilience, scoping review
Service Learning in Information Systems Education: Pedagogical Approaches to Support Experiential Learning and Higher-level Thinking
AI Processed Human Approved

How can educators successfully use community partner projects to teach practical technology and project management skills?

Margeret Hall
Service Learning in Information Systems Education: Pedagogical Approaches to Support Experiential Learning and Higher-level Thinking
International Conference on Information Systems (ICIS) · 2018
Key findings
  • Integrating service learning into Information Systems classrooms increases student motivation and engagement by connecting technical tasks to pro-social community impacts.
  • Employing constructivist classroom management alongside Agile methodologies effectively supports higher-level thinking skills, including critical evaluation and self-reflection.
  • High team cohesion can be a double-edged sword, occasionally masking individual inefficiencies and inhibiting necessary exchanges with external stakeholders.
  • Assessing students on their execution of Agile project management processes rather than purely technical deliverables protects individual grading fairness and encourages risk-taking.
What it means for you
  • CIO / IT Executive: On Monday morning, initiate a pilot program to identify two to three non-profit organizations in our community that could benefit from IT support, and assign a dedicated internal IT liaison for each to manage the student engagement.
  • IT Manager: On Monday morning, schedule a 30-minute meeting with your team to brainstorm potential IT projects that could be beneficial for local non-profits, focusing on areas where student teams could realistically make an impact within a semester.
  • Business Strategist: On Monday morning, reach out to a local community foundation or non-profit umbrella organization to understand their most pressing IT needs and explore potential service learning partnerships for future student projects.
  • Researcher: On Monday morning, begin drafting a literature review section of your paper, specifically focusing on case studies of service learning in technical fields and the reported challenges and benefits of integrating Agile methodologies in such contexts.
  • Policymaker: On Monday morning, begin drafting a proposal for a new grant or funding initiative that encourages universities to partner with local non-profits for experiential learning opportunities in Information Systems, emphasizing the development of practical, community-focused IT skills.
Service Learning, IS Education, Constructivism, Bloom's Taxonomy, Experiential Learning
Visualizing Platform Hubs of Smart City Mobility Business Ecosystems
AI Processed Human Approved

How can visual tools help organizations understand and manage complex smart city mobility platforms?

Sven-Volker Rehm, Anne Faber, Lakshmi Goel
Visualizing Platform Hubs of Smart City Mobility Business Ecosystems
International Conference on Information Systems (ICIS) · 2017
Key findings
  • Implemented five distinct visualization techniques (Force-directed, Tree Map, Matrix, Radial Network, and Modified Ego-Network layouts) within a software prototype to match diverse stakeholder decision-making needs.
  • Demonstrated how macro-level visual analytics can uncover key industry players, platform overlaps, missing service niches, and dominant inter-firm relationships.
  • Conceptualized a framework showing how tailored ecosystem visualizations can stimulate vital knowledge flows across policy governance boards, commercial firms, and smart city citizen communities.
What it means for you
  • CIO / IT Executive: On Monday morning, review the 'business ecosystem explorer' software prototype documentation and identify which of the five visualization techniques (Force-directed, Tree Map, Matrix, Radial Network, Modified Ego-Network) are most technically feasible for immediate integration into existing smart city data infrastructure.
  • IT Manager: On Monday morning, schedule a brief technical assessment meeting with your team to evaluate the infrastructure requirements and potential integration points for a pilot implementation of one or two of the presented visualization techniques from the 'business ecosystem explorer' prototype.
  • Business Strategist: On Monday morning, initiate a discussion with your cross-functional team to brainstorm specific strategic questions about our smart city mobility ecosystem that could be answered by analyzing platform overlaps, missing service niches, and dominant inter-firm relationships using the described macro-level visual analytics.
  • Researcher: On Monday morning, analyze the research paper's findings on how tailored ecosystem visualizations stimulate knowledge flows and identify which specific visualization technique and corresponding stakeholder group (policy governance, commercial firms, citizen communities) offers the most promising avenue for a follow-up research experiment.
  • Policymaker: On Monday morning, identify a key policy governance challenge related to smart city mobility coordination and consider how a macro-level visualization of platform hubs, as described in the research, could provide actionable insights to address this challenge.
Digital platform, business ecosystem, smart city, visualization, knowledge flow
IS Design Principles for Empowering Domain Experts in Innovation: Findings From Three Case Studies
AI Processed Human Approved

How can collaborative software be designed so domain experts can configure it for their specific needs?

Sven-Volker Rehm, Thomas Reschenhofer, Klym Shumaiev
IS Design Principles for Empowering Domain Experts in Innovation: Findings From Three Case Studies
International Conference on Information Systems (ICIS) · 2014
Key findings
  • Identified key design principles for domain expert configurable software, including iterative modeling, content-context relation, information re-use, function re-use, and context alignment.
  • Highlighted the essential role of 'facilitators' as mediating agents who help bridge technical configuration mechanisms with business domain requirements.
  • Demonstrated that domain expert configuration provides a flexible, cost-effective method to align IT support with dynamic inter-organizational innovation processes.
What it means for you
  • CIO / IT Executive: On Monday morning, schedule a brief meeting with your innovation network leads to discuss the potential of 'domain expert configuration' for upcoming projects, specifically asking them to identify one current pain point related to rigid software that could be addressed by such a system.
  • IT Manager: On Monday morning, review your current internal documentation for any existing examples of 'facilitators' – individuals who successfully bridge technical and business needs – and plan a quick chat with one of them to understand their approach.
  • Business Strategist: On Monday morning, draft a one-page concept document outlining how a more flexible, domain expert-configurable information system could accelerate a specific strategic innovation initiative, focusing on the benefits of rapid adaptation to diverse partner needs.
  • Researcher: On Monday morning, identify three publicly available collaborative information systems (e.g., wikis, content management systems) that exhibit elements of 'content-context relation' or 'information re-use' and briefly document how they do so.
  • Policymaker: On Monday morning, review existing procurement guidelines for IT systems to identify any clauses that might hinder the adoption of flexible, configurable solutions, and consider proposing a pilot program to test the effectiveness of domain expert configuration for inter-organizational projects.
Domain expert configuration, design science, innovation networks, domain knowledge, design principles, case study
Framing Dialogues on Cyber-Resilience on Boards
AI Processed Human Approved

How do board members' differing perspectives shape cybersecurity discussions and organizational resilience?

Sven-Volker Rehm, Laura Georg Schaffner, Lakshmi Goel
Framing Dialogues on Cyber-Resilience on Boards
International Conference on Information Systems (ICIS) · 2021
Key findings
  • Identified three distinct technological frames operating in board discussions: Individual (I-Frame), Board (B-Frame), and Regulatory (R-Frame).
  • Revealed dysfunctional dialogue patterns such as topic avoidance and political exploitation that hinder proactive cybersecurity governance.
  • Emphasized the necessity of developing conversational guardrails to help boards re-frame discussions toward building true organizational resilience.
What it means for you
  • CIO / IT Executive: On Monday morning, prepare a concise, one-page executive summary for the board that translates the organization's current top 3 cyber threats into quantifiable business risks (e.g., potential revenue loss, reputational damage) and proposes specific, non-technical mitigation strategies with clear business outcomes. Avoid technical jargon; use analogies if necessary.
  • IT Manager: On Monday morning, gather a brief (5-minute) overview of the most recent significant cybersecurity incident (internal or external to the company) and identify one specific, tangible lesson learned that can be communicated to non-technical stakeholders without overwhelming them with technical details.
  • Business Strategist: On Monday morning, identify one strategic business objective for the upcoming quarter that is indirectly impacted by cybersecurity and brainstorm how a proactive cyber-resilience approach could enable or protect that objective. Frame this in terms of competitive advantage or market opportunity.
  • Researcher: On Monday morning, review the 'Key Findings' section of your research and identify one specific, actionable question from each identified dysfunctional dialogue pattern (topic avoidance, political exploitation) that you can pose to a board member to gently guide them towards a more resilient discussion.
  • Policymaker: On Monday morning, draft a short, one-paragraph statement for your next regulatory update that suggests a reporting framework for board-level cybersecurity oversight, focusing on the *outcomes* of cyber-resilience rather than prescriptive technical requirements.
Cybersecurity, cyber resilience, boards of directors, technological frames, board dialogue
Entrepreneurial Perspective of AI Bias: A Preliminary Investigation
AI Processed Human Approved

How do entrepreneurs understand and manage bias when developing artificial intelligence solutions?

Marco Smacchia, Michele Cipriano, and Stefano Za
Entrepreneurial Perspective of AI Bias: A Preliminary Investigation
2025
Key findings
  • Revealed two primary interpretations of AI bias held by entrepreneurs: computational (technical) bias and systemic (societal) bias.
  • Proposed a 2x2 framework mapping potential negative outcomes and mitigation strategies according to decision levels (operational vs. strategic) and bias types (technical vs. social).
  • Showed that computational bias requires iterative algorithmic training and data validation, whereas systemic bias demands targeted stakeholder communication and organizational alignment.
  • Emphasized the necessity of adopting a socio-technical approach to foster fair, equitable, and effective AI adoption across different organizational contexts.
What it means for you
  • CIO / IT Executive: On Monday morning, schedule a 30-minute call with your AI development leads to review the current AI project portfolio and identify any projects that are close to deployment or already in production, specifically asking them to flag any known or suspected computational bias issues that might require iterative algorithmic retraining or enhanced data validation.
  • IT Manager: On Monday morning, initiate a review of your team's standard data validation protocols for AI projects and draft a concise checklist to specifically include steps for identifying and documenting potential computational bias (e.g., data skewness, outlier analysis) that your team can start implementing immediately.
  • Business Strategist: On Monday morning, draft a one-page briefing document for your executive team that outlines the distinction between computational and systemic AI bias and proposes one concrete example of how systemic bias could negatively impact a current business strategy, suggesting the need for proactive stakeholder communication as a first mitigation step.
  • Researcher: On Monday morning, begin a literature search for academic papers and industry reports specifically focusing on 'stakeholder engagement frameworks for AI ethics' and 'organizational alignment strategies for AI fairness' to gather preliminary data for a proposed socio-technical approach to AI bias management.
  • Policymaker: On Monday morning, send an internal email to your policy advisory team with a link to this research summary and request they begin researching existing regulatory frameworks or best practices in other jurisdictions related to mandating 'socio-technical impact assessments' for AI systems before broad deployment.
AI bias, Artificial intelligence, Case study, AI artifacts, AI fairness, Socio-technical approach
How Do Technology Paradigms Influence Configurations of Contract Characteristics for Success of Inter-Organizational Outsourcing Projects, 1991–2009?
AI Processed Human Approved

What combinations of contract terms make IT outsourcing projects successful as technology changes over time?

Onkar S. Malgonde, Moez Farokhnia Hamedani, Sunil Mithas, Manish Agrawal, Kaushal Chari
How Do Technology Paradigms Influence Configurations of Contract Characteristics for Success of Inter-Organizational Outsourcing Projects, 1991–2009?
2026
Key findings
  • Configurations of contract characteristics associated with outsourcing success differ significantly across technology paradigms.
  • Three overarching configurational themes lead to success: Economic Imperative, Conservative Relational, and Conservative Imperative.
  • Over time, firms have placed an increasing emphasis on the relational component to manage contracting risk alongside formal contractual terms.
What it means for you
  • CIO / IT Executive: On Monday morning, convene your IT leadership team to review the five core contract features analyzed in this research and discuss how they might be re-weighted or re-configured for your current technology paradigm and outsourcing portfolio. Specifically, identify which features (e.g., scope definition, performance metrics, governance mechanisms) are most critical for upcoming or existing projects and how they align with 'Economic Imperative', 'Conservative Relational', or 'Conservative Imperative' themes.
  • IT Manager: On Monday morning, pull the contract documents for your most critical ongoing IT outsourcing project. Identify and list the specific clauses related to scope, performance metrics, payment terms, and dispute resolution. Then, for each clause, assess its 'formality' (highly specific and legalistic vs. more flexible and outcome-oriented) and 'relationality' (terms fostering collaboration and trust vs. purely transactional terms), noting potential areas for adjustment to better fit your project's technology paradigm.
  • Business Strategist: On Monday morning, identify the top 2-3 inter-organizational IT outsourcing projects that are currently critical to achieving your business objectives. For each of these projects, analyze whether the current contract characteristics lean more towards an 'Economic Imperative' (cost reduction focus), 'Conservative Relational' (balancing cost with strong partnership), or 'Conservative Imperative' (risk aversion through strict control). Then, evaluate if this alignment is still optimal given the project's technology and your evolving business strategy.
  • Researcher: On Monday morning, identify the primary technology paradigm (e.g., cloud computing, AI/ML, legacy systems) that is dominant in your current research focus on IT outsourcing. Then, cross-reference this with the three overarching configurational themes identified in the research ('Economic Imperative', 'Conservative Relational', and 'Conservative Imperative'). Begin outlining a framework for how you will specifically analyze the contract characteristics within that chosen paradigm to identify context-sensitive recipes for success.
  • Policymaker: On Monday morning, review existing government procurement guidelines for IT outsourcing contracts. Specifically, identify how flexible or rigid these guidelines are regarding the interplay of formal contractual terms and the emphasis on relational components. Consider proposing an amendment to encourage a more nuanced approach that allows for adaptable contract configurations based on the technology paradigm and the increasing importance of building trust and collaboration in outsourcing relationships.
contracting risk, equifinality, interorganizational projects, qualitative comparative analysis, technology outsourcing, set-theoretical approach
A Multi-Method Analysis of the Evolution of Social Media Discourse in Prolonged Crises: through the Lens of Crisis and Emergency Risk Communication (CERC)
AI Processed Human Approved

How do public discussions on social media shift across different stages of a prolonged health crisis?

Wenting (Kayla) Jiang, Ashish Gupta, Han Li
A Multi-Method Analysis of the Evolution of Social Media Discourse in Prolonged Crises: through the Lens of Crisis and Emergency Risk Communication (CERC)
2025
Key findings
  • Public discussions shifted over time from initial preventative measures and viral impacts to broader concerns surrounding emerging variants.
  • Upward variant phases featured more focused and interconnected social media discussions, whereas downward phases exhibited more varied conversations.
  • Results highlight the critical need for phase-tailored messaging strategies by government agencies to effectively mitigate anxiety, foster trust, and counter misinformation during prolonged crises.
What it means for you
  • CIO / IT Executive: On Monday morning, direct your data science team to explore leveraging sentiment analysis and topic modeling tools to categorize incoming social media data related to ongoing public health issues, enabling proactive identification of shifting public concerns.
  • IT Manager: On Monday morning, schedule a brief meeting with your social media monitoring team to review the existing dashboards and identify if they can be reconfigured to visually highlight shifts in discussion topics and the interconnectedness of conversations, aligning with the research's emphasis on phase-tailored messaging.
  • Business Strategist: On Monday morning, initiate a brainstorming session with your communications and marketing teams to consider how your organization's messaging can adapt to different phases of a prolonged public health crisis, drawing parallels from the COVID-19 discourse shifts identified in the research.
  • Researcher: On Monday morning, begin outlining a research proposal that analyzes social media discourse in another prolonged crisis (e.g., climate change, economic instability) using a similar multi-method approach to the one described, focusing on mapping public concerns onto relevant communication frameworks.
  • Policymaker: On Monday morning, task your policy analysis unit with reviewing existing crisis communication guidelines and recommend updates to incorporate phase-specific strategies informed by the research on evolving social media discourse, particularly concerning anxiety mitigation and misinformation countering.
social media discourse, crisis communication, prolonged crises, CERC model, text network analytics, guided LDA, COVID-19
Managing Performance in Collaborative Networks: A Method for Defining Key Performance Indicators for Collaborative Business Models
AI Processed Human Approved

How can organizations define and select performance indicators for collaborative business networks?

Montijn van de Ven, Paola Lara Machado, Banu Aysolmaz, Oktay Turetken
Managing Performance in Collaborative Networks: A Method for Defining Key Performance Indicators for Collaborative Business Models
Business & Information Systems Engineering · 2026
Key findings
  • Introduced a three-step method covering KPI specification, multi-criteria KPI selection, and attribute operationalization.
  • Differentiated KPI scopes into network, subnet, and actor levels to balance network alignment with individual flexibility.
  • Demonstrated practical utility through business scenarios including car navigation services, urban indoor farming, and sustainable households.
What it means for you
  • CIO / IT Executive: On Monday morning, initiate a pilot project to apply the three-step KPI definition method to one specific collaborative network your organization participates in, focusing on identifying and documenting initial network-level KPIs using your existing data infrastructure.
  • IT Manager: On Monday morning, schedule a working session with a key business stakeholder from a collaborative project to begin the 'KPI specification' step of the research method, focusing on articulating the desired outcomes for that specific collaboration.
  • Business Strategist: On Monday morning, review the research's findings on differentiating KPI scopes and draft a preliminary list of potential network, subnet, and actor-level KPIs for a newly forming collaborative initiative.
  • Researcher: On Monday morning, begin designing a case study to apply and further refine the proposed KPI definition method within a new collaborative business scenario, focusing on the 'multi-criteria KPI selection' and 'attribute operationalization' steps.
  • Policymaker: On Monday morning, identify a specific public-private collaborative initiative and begin exploring how the research's approach to KPI definition could be adapted to measure its network-wide alignment and individual actor contributions effectively.
Business models, Collaborative business models, Collaborative networks, Key performance indicators, Performance management, Design science research
How do organizational capabilities mature? maturity level characteristics for organizational capabilities
AI Processed Human Approved

What stages do organizational capabilities go through as they develop and mature over time?

Ginger Korsten, Baris Ozkan, Banu Aysolmaz, Daan Mul, Oktay Turetken
How do organizational capabilities mature? maturity level characteristics for organizational capabilities
2025
Key findings
  • Developed the Maturity Level Characterization Model (MLCM) defining six distinct capability maturity stages from unaware to expert.
  • Adapted the Dreyfus model of skill acquisition and institutional theory to establish a solid theoretical foundation for capability maturity.
  • Provided an instantiation template that allows researchers and practitioners to systematically generate domain-specific capability maturity levels.
  • Validated the model through practitioner evaluations in advanced data analytics, confirming its high validity, relevance, completeness, clarity, and usefulness.
What it means for you
  • CIO / IT Executive: On Monday morning, identify ONE core IT capability (e.g., cybersecurity incident response, cloud adoption) that is critical to your organization's strategy and initiate a discussion with your direct reports to informally benchmark its current maturity using the six MLCM stages (unaware to expert).
  • IT Manager: On Monday morning, choose ONE specific IT process or technology area under your direct management (e.g., database administration, help desk ticketing system) and map its current operational state to the relevant MLCM stage, focusing on observable behaviors and knowledge rather than just process documentation.
  • Business Strategist: On Monday morning, select ONE strategic business objective that relies heavily on organizational capabilities (e.g., faster product innovation, improved customer segmentation) and begin brainstorming how the MLCM's distinct maturity stages could be used to assess progress towards achieving that objective.
  • Researcher: On Monday morning, take the provided MLCM instantiation template and begin populating it for a specific organizational capability relevant to your current research focus, defining clear, observable characteristics for each of the six maturity stages.
  • Policymaker: On Monday morning, identify ONE area of public service or government function where improved organizational capability is a known challenge (e.g., disaster response coordination, digital service delivery) and start considering how a capability maturity framework like MLCM could inform policy development and measurement.
Capability maturity models, Maturity levels, Organizational capability, Dreyfus model, Design science research, Data analytics
Navigating Business Model Redesign: The Compass Method for Identifying Changes to the Operating Model
AI Processed Human Approved

How can organizations identify the operational changes needed after redesigning their business model?

Paola Lara Machado, Montijn van de Ven, Banu Aysolmaz, Oktay Turetken, Jan vom Brocke
Navigating Business Model Redesign: The Compass Method for Identifying Changes to the Operating Model
Business & Information Systems Engineering · 2024
Key findings
  • Formulated and validated the Compass Method, a structured three-step framework using design cards to translate business model changes into concrete operating model adaptations.
  • Established prescriptive design objectives and solution knowledge bridging the research gap between business model innovation and operational business process management.
  • Demonstrated across multiple evaluations that the method enhances traceability, standardizes operational change planning, and facilitates alignment between business and technical stakeholders.
What it means for you
  • CIO / IT Executive: On Monday morning, review the executive summary of the Compass Method paper and identify which of the 'design objectives' and 'solution knowledge' areas align with current or planned IT infrastructure investments to support business model redesigns.
  • IT Manager: On Monday morning, pull up the 'operating model design cards' described in the paper and, referencing a recent business model change initiative, begin mapping existing IT processes and systems to these cards to identify potential operational gaps or inefficiencies.
  • Business Strategist: On Monday morning, dedicate two hours to familiarize yourself with the three steps of the Compass Method and prepare to facilitate a pilot session next week applying the method to a specific, recently redesigned business model component.
  • Researcher: On Monday morning, begin analyzing the empirical case study data presented in the paper, focusing on the specific metrics or indicators used to demonstrate the effectiveness of the Compass Method in enhancing traceability and standardizing operational change planning.
  • Policymaker: On Monday morning, read the 'problem' section of the research and consider how the described gap between business model redesign and operational implementation might be addressed by future organizational policy or standard operating procedures, potentially incorporating elements of structured change planning.
Business model, Operating model, Business process management, Organizational design, Process change, Design science research
Can Regulation Restore Authenticity? Evidence from Policies Against Online Review Suppression
AI Processed Human Approved

How do laws banning businesses from suppressing negative reviews affect online customer ratings?

Aida Sanatizadeh, Gordon Burtch, Yili Hong, Yuheng Hu
Can Regulation Restore Authenticity? Evidence from Policies Against Online Review Suppression
Information Systems Research · 2025
Key findings
  • Following the CRFA enactment, U.S. hotel reviews became systematically more negative in both star ratings and textual sentiment.
  • Reviews became significantly longer on average, indicating that consumers shared more detailed feedback once legal risks were mitigated.
  • Rating declines were most concentrated among less reputable hotels and those in highly competitive local markets, which previously suppressed negative reviews more aggressively.
  • The policy's effects were strongest among American reviewers and users with longer platform tenure.
What it means for you
  • CIO / IT Executive: On Monday morning, initiate a review of our internal policies and legal contracts to ensure no clauses inadvertently threaten or discourage customers from providing honest feedback on public review platforms.
  • IT Manager: On Monday morning, task your team with monitoring online review platforms for any patterns of review suppression tactics being used by our competitors, specifically looking for increases in negative reviews that are quickly removed or challenged.
  • Business Strategist: On Monday morning, analyze recent customer feedback data, particularly any negative reviews received in the last quarter, and assess if there are opportunities to engage with these customers to improve our offerings and address concerns openly.
  • Researcher: On Monday morning, identify and gather publicly available datasets on consumer review sentiment and volume for companies in sectors known for aggressive review suppression prior to recent regulatory changes, to replicate or extend the findings on the CRFA.
  • Policymaker: On Monday morning, schedule a meeting with your legislative staff to discuss potential avenues for expanding regulatory protections to cover other forms of consumer feedback, such as social media comments or product testimonials, building upon the success of the CRFA.
Consumer Review Fairness Act, Online Reviews, Review Suppression, Chilling Effect, Digital Platforms, Consumer Protection
Digital Identity Wallets: A Guide to the EU’s New Identity Model
AI Processed Human Approved

How can organizations successfully implement digital identity wallets and overcome common adoption challenges?

Andre Kudra, Alexander Rieger, Johannes Sedlmeir, Tamara Roth, Gilbert Fridgen, Amber Young
Digital Identity Wallets: A Guide to the EU’s New Identity Model
Information Systems Journal (ISJ) · 2026
Key findings
  • Synthesizes empirical lessons from 12 real-world digital wallet implementation projects across various industries.
  • Categorizes adoption obstacles into technical maturity, organizational integration, and ecosystem value co-creation challenges.
  • Establishes a four-step implementation roadmap guiding organizations from strategic readiness to active ecosystem engagement.
What it means for you
  • CIO / IT Executive: Schedule a 30-minute internal briefing for your core IT leadership team to present the attached research summary and assign a point person to investigate the 'technical maturity' obstacles identified in the key findings within the context of our existing identity and access management infrastructure.
  • IT Manager: On Monday morning, compile a list of all current third-party single sign-on providers used by the organization and identify which of these might be candidates for integration or replacement with a digital identity wallet solution in the future, flagging any immediate integration challenges or risks.
  • Business Strategist: Dedicate one hour on Monday morning to reviewing the 'ecosystem value co-creation' challenges mentioned in the research and brainstorm at least three potential business use cases within our organization where a digital identity wallet could unlock new revenue streams or significantly improve customer experience.
  • Researcher: Begin analyzing the 12 practical experience case studies mentioned in the research by focusing on the 'organizational integration' obstacles. Identify and document recurring themes and successful mitigation strategies from at least three diverse industry examples to inform our own adoption framework.
  • Policymaker: Initiate a dialogue with legal and compliance teams on Monday morning to assess the implications of the 2026 EU mandate for digital wallet support, specifically identifying any current regulatory gaps or areas where policy clarification will be needed to facilitate the adoption of wallet-based identity models.
digital identity wallets, identity and access management, eIDAS, attribute-based access control, self-sovereign identity
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