AIS Research Insights

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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

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

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

AI Processed Human Approved

Why do similar small businesses adopting the same digital platform experience vastly different business model outcomes?

Sarah Hönigsberg, Mahei Manhai Li, Ekaterina Korneeva, Hendrik Wache, Barbara Dinter

The impact of digital platform introduction on business models in SMEs—The interplay of efficiency and innovation orientation

2026

Key findings

All SMEs initially adopt an efficiency-focused platform orientation as a low-risk, resource-conserving entry logic to streamline operations.
Deep operational embedding of the platform during the efficiency phase strengthens SMEs' digital, agile, and network capabilities.
Accumulated capabilities allow firms to dynamically shift toward an innovation-focused orientation, enabling transformative business model changes such as co-branding and forming virtual companies.
SMEs with shallow platform engagement remain locked in an efficiency orientation, achieving only incremental business model improvements.

What it means for you

CIO / IT Executive: On Monday morning, review the platform's user adoption metrics from the past month, specifically looking at the depth of operational embedding (e.g., number of workflows integrated, data points shared) across different teams, and identify any teams demonstrating shallow engagement.
IT Manager: On Monday morning, schedule a brief check-in with the team responsible for platform integration, asking them to identify one specific, recurring operational task that could be further streamlined through deeper platform usage, and outline the steps to achieve this.
Business Strategist: On Monday morning, analyze the platform's current capabilities and identify one potential co-branding opportunity with another SME on the platform that leverages existing operational efficiencies but could lead to a novel offering.
Researcher: On Monday morning, begin compiling a list of the specific operational metrics used by the four case study firms to measure 'efficiency-focused platform orientation' and note down any qualitative data collected on 'deep operational embedding'.
Policymaker: On Monday morning, initiate a review of existing SME digital platform adoption support programs, focusing on how they encourage 'deep operational embedding' beyond initial efficiency gains and measure long-term transformative outcomes.

Digital platform, Capability, Business model, Small- and medium-sized enterprises, Ambidexterity, Digital transformation

AI Processed Human Approved

How can AI governance be adapted to fit local cultural and ethical values around the world?

Dimitrios Symeonidis, Johannes Schneider, Anastasija Nikiforova

TOWARD CULTURAL–ETHICAL FIT IN AI GOVERNANCE: A GLOBAL TYPOLOGY OF GOVERNANCE PROFILES

ECIS 2026 · 2026

Key findings

Identified eight distinct ideal-type AI governance profiles reflecting specific cultural and ethical alignments: group fairness, individual fairness, market-led growth, value-led growth, human oversight fortress, autonomous growth, individual control, and collective security.
Demonstrated that global AI governance is structured by two key meta-tensions: social justice versus economic competitiveness, and autonomy versus security and control.
Formulated three theoretical propositions outlining how cultural alignment determines governance legitimacy, shapes patterns of societal resistance, and guides regulatory evolution over time.
Offered a diagnostic decision framework for policymakers to adapt international AI guidelines to local socio-cultural contexts without sacrificing core safety requirements.

What it means for you

CIO / IT Executive: On Monday morning, schedule a 30-minute deep dive with your legal and ethics teams to identify which of the eight AI governance profiles identified in the research most closely aligns with your organization's current AI development and deployment practices, and flag any immediate misalignments.
IT Manager: On Monday morning, initiate a review of your team's current AI project documentation and development methodologies, specifically looking for instances where decisions about fairness, transparency, or accountability might have been implicitly influenced by a single cultural perspective (e.g., U.S.-centric) and note them for further discussion.
Business Strategist: On Monday morning, begin analyzing your organization's key international markets and identify the primary cultural value orientations that characterize them, then cross-reference this with the meta-tensions (social justice vs. economic competitiveness, autonomy vs. security) to anticipate potential governance friction for upcoming AI initiatives.
Researcher: On Monday morning, begin drafting a short literature review outline focusing on how cultural value orientations (e.g., individualism vs. collectivism) have historically shaped the adoption and regulation of other transformative technologies (e.g., the internet, biotechnology) to draw parallels with AI governance.
Policymaker: On Monday morning, review the 'diagnostic decision framework' mentioned in the research, and identify one specific AI guideline (e.g., data privacy regulations) that your jurisdiction currently applies universally, then brainstorm how to adapt its interpretation to better fit the dominant cultural value orientations of your primary constituent groups.

AI governance, cultural values, governance typology, ethical AI, regulatory design

AI Processed Human Approved

How does adopting smart speakers change how consumers search for, buy, and consume digital content?

Yoonseock Son, Wonseok Oh, Il Im

THE VOICE OF COMMERCE: HOW SMART SPEAKERS RESHAPE DIGITAL CONTENT CONSUMPTION AND PREFERENCES

MIS Quarterly · 2023

Key findings

Smart speaker adoption led to a 21.5% increase in monthly VOD content expenditures, alongside a 3.0% decrease in average content completion rates.
The increase in purchases is driven by lowered search friction, resulting in more search incidences, higher conversion rates, and less labor-intensive evaluation of content.
Using smart speakers for conversational purposes beyond simple informational queries amplifies the positive impact of device adoption on sales.

What it means for you

CIO / IT Executive: On Monday morning, task your team with investigating integration points between existing VOD platforms and major smart speaker voice assistant APIs (e.g., Alexa, Google Assistant) to enable seamless content discovery and playback via voice commands.
IT Manager: On Monday morning, analyze the current VOD platform's data infrastructure to identify how to track and log voice-initiated search queries and content playback events, distinguishing them from traditional remote control interactions.
Business Strategist: On Monday morning, initiate a brainstorm session to explore new content promotion strategies that leverage voice-activated search, considering how to make titles more discoverable through natural language queries and conversational recommendations.
Researcher: On Monday morning, begin outlining a follow-up study to quantify the correlation between specific conversational voice interactions (beyond simple search) and increased VOD content consumption, perhaps through A/B testing of voice-guided discovery features.
Policymaker: On Monday morning, convene a working group to assess the potential implications of increased voice-activated content consumption on digital accessibility standards and to explore how to ensure equitable access to content across all user interfaces.

Voice channel, search, smart speaker, digital content, econometrics

AI Processed Human Approved

How does collaborative course redesign affect student performance, teaching consistency, and instructor confidence?

John Michael Muraski, Donald H. Heath, Michael A. Eierman, Michael Patton

Efficacy Beliefs and Outcomes: Socio-Cognitive Perspectives on a Faculty-Led coP

AIS SIGED International Conference on Information Systems Education and Research (SIGED) · 2023

Key findings

Student performance showed consistent, measurable gains across multiple semesters following the course redesign, as demonstrated by improved pre- and post-test assessment deltas.
Participation in the community of practice positively impacted instructors' self-efficacy beliefs, with vicarious learning and peer verbal persuasion emerging as key drivers of confidence.
The collaborative approach established high course consistency across sections while creating a durable, supportive framework for peer mentoring and ongoing curriculum enhancement.

What it means for you

CIO / IT Executive: On Monday morning, schedule a 30-minute meeting with your IT academic technology support lead to explore a pilot program implementing a Communities of Practice model for a high-enrollment introductory course, using the provided research as a framework for discussion on potential student outcome improvements and faculty development.
IT Manager: On Monday morning, gather the instructors for the introductory information systems course for a 45-minute session. Share the key findings of this research, specifically highlighting the gains in student performance and instructor self-efficacy. Then, collaboratively brainstorm one small, concrete change to the course syllabus or assessment that can be implemented next semester as a collective first step towards greater consistency.
Business Strategist: On Monday morning, analyze the current onboarding and ongoing professional development process for new faculty teaching foundational courses. Identify any gaps in collaborative support and informal learning opportunities, and consider how principles from this research, such as vicarious learning and peer persuasion, could be integrated into existing programs to improve faculty confidence and course consistency.
Researcher: On Monday morning, begin drafting a proposal for a follow-up study. Focus on investigating the specific mechanisms of vicarious learning and peer verbal persuasion within the identified Community of Practice, perhaps through targeted surveys or observation protocols, to quantify their impact on instructor self-efficacy and to better understand how to scale these findings.
Policymaker: On Monday morning, initiate a discussion with the Provost's office and the Faculty Senate leadership to present the findings of this research. Propose the development of a university-wide framework or grant program that incentivizes and supports the formation of faculty Communities of Practice for foundational courses, emphasizing the potential for improved student learning outcomes and faculty development.

Community of Practice, Self-Efficacy, Course Redesign, Social Cognitive Theory, Information Systems Education, Participatory Action Research

AI Processed Human Approved

How can practitioner researchers overcome the divide between academia and industry to create real-world impact?

Stephen McCarthy, Hendrik Scholta, Geir Inge Hausvik, Peter André Busch

Boundary Spanning and Practical Impact in IS Research: A Bourdieusian Analysis

Information Systems Journal (ISJ) · 2025

Key findings

IS practitioner doctorates facilitate knowledge exchange through boundary-spanning activities including research design adaptation, multi-channel dissemination, and creating symbolic discourse.
Practical impact progresses through proof-of-concept, proof-of-value, and proof-of-use stages, each requiring different combinations of social, cultural, economic, and symbolic capital.
Environmental forces such as academic vs. practice doxa (institutional norms) and habitus (professional dispositions) create positional conflicts that require active negotiation and tailored incentives to sustain engagement.

What it means for you

CIO / IT Executive: On Monday morning, schedule a 30-minute meeting with your direct reports to initiate a 'practice impact review' focused on one ongoing IS project. Ask each person to identify one specific academic insight or research finding from a recent external study or internal research initiative that could be directly applied to improve that project's current proof-of-concept or proof-of-value stage, and assign them to explore this application by end of week.
IT Manager: On Monday morning, identify one specific, recent academic paper or conference proceeding relevant to a current team challenge. Forward this paper to your team with a concise note asking for a brief, 1-2 sentence summary of its most practical takeaway and how it *might* apply to your current proof-of-value stage objective by Tuesday afternoon.
Business Strategist: On Monday morning, review the key performance indicators (KPIs) of one strategic business initiative currently underway. Identify which KPIs are not meeting expectations and, using the 'proof-of-value' framework, draft a one-page hypothesis on how a novel IS application or process, potentially informed by academic research, could demonstrably improve these specific KPIs within the next quarter.
Researcher: On Monday morning, select one recent academic publication where you are the lead author and identify its 'proof-of-use' stage potential. Draft a single-slide executive summary that articulates the core problem addressed, the practical solution proposed, and one tangible benefit for a specific industry practitioner role (e.g., IT manager, business analyst), and share it with three relevant practitioner contacts for feedback by Wednesday.
Policymaker: On Monday morning, review the current grant application criteria for technology innovation funding. Identify if and how 'demonstrable practical impact' is explicitly assessed, and draft a brief proposal to incorporate a specific requirement for applicants to detail their strategy for achieving 'proof-of-value' or 'proof-of-use' within a defined timeframe, alongside theoretical contributions.

academia-practice gap, boundary spanning, design science research, engaged IS scholarship, practical impact, theory of practice

AI Processed Human Approved

How can digital data be used to understand and guide ongoing changes involving people and technology?

Jan vom Brocke, Wil M. P. van der Aalst, Nicholas Berente, Boudewijn van Dongen, Thomas Grisold, Waldemar Kremser, Jan Mendling, Brian T. Pentland, Maximilian Roeglinger, Michael Rosemann, Barbara Weber

Process science: the interdisciplinary study of socio-technical change

Process Science · 2024

Key findings

Defines process science as an interdisciplinary domain aimed at capturing, understanding, and intervening in socio-technical change across multiple levels of abstraction.
Categorizes key activities of process science into discovery (detecting patterns via event data), explanation (identifying cause-effect relations), and intervention (shaping process trajectories).
Advocates for shifting from an 'entity-first' to a 'process-first' perspective to identify analogies across diverse domains and support computationally intensive theory building.
Introduces a research framework that integrates digital trace data from practice with theoretical foundations to solve real-world problems and drive societal impact.

What it means for you

CIO / IT Executive: On Monday morning, initiate a review of your organization's current digital infrastructure and data collection capabilities to identify which systems generate 'digital trace data' relevant to socio-technical processes. Prioritize understanding the flow of this data and its potential for analysis.
IT Manager: On Monday morning, investigate your team's current methods for logging and tracking user interactions with key IT systems. Identify specific 'events' that could be captured and analyzed to reveal patterns of socio-technical change within your department.
Business Strategist: On Monday morning, schedule a brainstorming session with your core team to identify one specific business process currently undergoing significant change (e.g., customer onboarding, product development). Brainstorm what digital 'trace data' this process generates and how understanding its dynamics could inform strategy.
Researcher: On Monday morning, start cataloging existing datasets within your research domain that represent 'digital traces' of human-technology interaction. Begin exploring computational tools that can analyze event sequences rather than just static entities.
Policymaker: On Monday morning, identify a specific public policy area (e.g., digital inclusion, citizen engagement) that is experiencing rapid socio-technical evolution. Begin researching existing digital platforms and services that generate trace data related to this policy area.

Process Science, Socio-Technical Processes, Digital Trace Data, Process Mining, Organizational Change, Interdisciplinary Research

AI Processed Human Approved

How can organizations successfully manage and sustain digital transformations over the long term?

Noel Carroll, Nik Rushdi Hassan, Iris Junglas, Thomas Hess, Lorraine Morgan

Transform or be transformed: the importance of research on managing and sustaining digital transformations

European Journal of Information Systems · 2023

Key findings

Emphasizes the need for longitudinal research designs to observe how digital transformations unfold, normalize, and sustain over extended periods.
Identifies key research challenges, including the misuse of terminology, unexamined assumptions, root causes of failure, and the dark side of digital transformations.
Introduces the concept of an 'execution engine' to fundamentally adapt decision-making processes and performance rhythms for long-term transformation success.
Showcases four special issue papers focusing on healthcare value landscapes, CIO-CDO role alignment, prototype ambiguity in scaling, and microbusiness owner-manager mindsets.

What it means for you

CIO / IT Executive: On Monday morning, schedule a 30-minute meeting with your direct reports to discuss the 'execution engine' concept and brainstorm one specific process within your IT department that needs fundamental adaptation for long-term digital transformation success. Assign one person to draft a brief proposal by end-of-week.
IT Manager: On Monday morning, identify one digital initiative currently underway that is showing signs of slowing adoption or unexpected friction. Gather the project team for a 1-hour 'root cause analysis' session, focusing specifically on potential cultural or structural obstacles, not just technical issues, and document the top 2-3 hypothesized causes.
Business Strategist: On Monday morning, review your organization's current digital transformation roadmap and flag any objectives that are solely focused on short-term adoption metrics. Draft a list of 3-5 questions to explore how these objectives will be sustained and normalized over the next 1-3 years, and schedule a preliminary discussion with your team by Wednesday.
Researcher: On Monday morning, analyze your current research project's data collection plan. Identify if it allows for longitudinal observation of digital transformation normalization (beyond initial adoption) and, if not, sketch out one modification to incorporate this perspective in future data gathering or analysis.
Policymaker: On Monday morning, review existing public funding guidelines or incentives for digital transformation. Identify one specific criterion or reporting requirement that might unintentionally discourage longitudinal sustainability efforts and draft a brief memo suggesting a minor amendment to encourage long-term impact.

Digital Transformation, Managing, Sustaining, Research Agenda, Socio-technical Factors, Citizen Development

AI Processed Human Approved

Why do traditional approaches to defining requirements cause large-scale IT projects to fail?

David Kreps, Frantz Rowe

Using a Process Philosophy Perspective in Information Systems Research: Principles of Creative Evolution

Journal of the Association for Information Systems · 2024

Key findings

Formulated five foundational principles for process philosophy in IS research: heterogeneous multiplicity, immanence in a process, experience over abstraction, consciousness in duration, and relational ontology.
Identified entitative abstractions in traditional requirements engineering as a major contributor to large-scale IT project failures.
Emphasized the critical role of human consciousness, inner time, and free will in co-creating technology systems that adapt to evolving organizational contexts.

What it means for you

CIO / IT Executive: On Monday morning, schedule a 30-minute "process thinking" brainstorming session with your heads of engineering and product development to discuss a recent project that faced significant challenges, focusing on how evolving user needs and unforeseen contextual shifts, rather than static requirements, might have been the root cause.
IT Manager: On Monday morning, initiate a 15-minute stand-up with your development team to specifically ask them to articulate one instance from the past week where a change in the team's understanding or a user's evolving need led to a necessary adaptation of their work, and how they managed that 'flow'.
Business Strategist: On Monday morning, review the 'success metrics' for your current key strategic initiatives and identify one metric that relies heavily on a static, predefined outcome. Then, draft a brief proposal to reframe that metric to capture ongoing adaptability and emergent value rather than just initial adherence to a plan.
Researcher: On Monday morning, dedicate an hour to re-reading your current research proposal, specifically highlighting any language that treats concepts as fixed entities. Then, rewrite one paragraph to emphasize the dynamic, experiential, and relational aspects of your subject matter, incorporating the principles of creative evolution.
Policymaker: On Monday morning, identify one current policy or regulation within your domain that is narrowly defined by static criteria or historical precedents. Then, draft a one-page memo outlining how an update to this policy could incorporate principles of ongoing adaptation and feedback loops to account for emergent technological and societal shifts.

process philosophy, ontology, duration, consciousness, free will, requirements engineering

AI Processed Human Approved

How do stakeholders' past negative experiences affect their trust and adoption of new technology?

Ranjan Vaidya

Yoga Sutra-Based Memory Analysis of Information Systems Implementation

Communications of the Association for Information Systems · 2026

Key findings

The Yoga Sutra framework demonstrates that subliminal impressions (Samskara) formed by past unfair trade practices deeply influence stakeholder behaviors and technology adoption.
Contextual factors and research interviews function as triggers (Alambana) that evoke unpleasant memories, reinforcing distrust between system users, government boards, and private vendors.
Information system failures in developing contexts often result from a lack of adherence to core ethical and behavioral values rather than culture acting as a barrier.

What it means for you

CIO / IT Executive: On Monday morning, schedule a 30-minute discovery call with your Head of User Experience and your Chief Ethics Officer to brainstorm how to proactively identify and mitigate potential 'Samskara' (subliminal impressions) in upcoming system implementations by focusing on past negative stakeholder experiences.
IT Manager: On Monday morning, review the last three system user feedback reports for any recurring themes related to distrust or negative past experiences, and flag the top two recurring issues to investigate further for potential 'Alambana' (external triggers) in your current system.
Business Strategist: On Monday morning, draft a brief (one-page) internal memo to your team outlining the concept of 'Samskara' and its potential impact on technology adoption, and request them to identify one instance in recent projects where past negative impressions might have influenced user behavior.
Researcher: On Monday morning, begin drafting the introduction to your next research paper by clearly articulating the gap in current information systems research regarding the lack of focus on individual cognitive variations and Eastern philosophical perspectives on memory, using the Yoga Sutra framework as your proposed solution.
Policymaker: On Monday morning, initiate a discussion with your advisory board regarding the importance of embedding ethical and behavioral values into the design and implementation guidelines for all new government information systems, referencing the finding that failures often stem from a lack of adherence to these values, not culture.

Yoga, Information Systems, Memory, Behavioural Analysis, Samskara, ICT4D

AI Processed Human Approved

How do technology projects affect local communities, and what determines whether they succeed or fail?

Devinder Thapa

Ethics-based ontology in ICT4D

2025

Key findings

Establishes an ethics-based ontology in ICT4D that shifts focus from instrumental views of technology to lived human experience and moral responsibility.
Demonstrates through the OLE Nepal case study how embedding technology into local educational ecosystems, national curricula, and teacher practices leads to sustainable success.
Reveals through the OLPC Peru case study how top-down, context-unaware technological implementations erode local agency and lead to project failure.
Highlights key implementation challenges, including translating abstract philosophical concepts into practical design metrics and addressing Eurocentric biases in technology evaluation.

What it means for you

CIO / IT Executive: On Monday morning, schedule a 30-minute meeting with your ICT4D project leads to introduce the concept of an 'ethics-based ontology' and ask them to identify one project where technology is deeply integrated into user workflows and cultural practices. Assign them to bring initial thoughts on how the project's impact on lived experience and moral agency could be assessed in the next project review.
IT Manager: On Monday morning, review the support tickets and user feedback logs from the last quarter for your current ICT4D deployment. Specifically, look for recurring issues that are not purely technical but seem to relate to user frustration, resistance to adoption, or a perception of technology not fitting their daily routines. Flag these for further investigation with your team.
Business Strategist: On Monday morning, identify your organization's most critical ICT4D initiative. Draft a brief memo outlining how you plan to evaluate its success not just on efficiency metrics but also on its impact on the dignity, agency, and cultural integrity of the end-users. Prepare to discuss this revised evaluation framework with your team by the end of the week.
Researcher: On Monday morning, revisit the 'implementation challenges' section of the research paper and select ONE challenge (e.g., translating abstract concepts into practical design metrics). Begin drafting a short (1-page) proposal for how you might operationalize this concept for a future ICT4D project you are involved in, focusing on a tangible measurement.
Policymaker: On Monday morning, review existing national or organizational guidelines for technology procurement and deployment in development contexts. Identify sections that address user impact, cultural sensitivity, or long-term sustainability. Draft a short list of questions to investigate how these existing guidelines could be strengthened to incorporate considerations of lived experience and moral responsibility for technology's impact.

ICT4D, being-in-the-World, ethics of responsibility, ontology, development, philosophy

AI Processed Human Approved

How can leaders set up and manage shared technology tools to support collaborative innovation across partner companies?

Sven-Volker Rehm, Lakshmi Goel, Iris Junglas

Role of Information Systems in Empowering Innovation Networks

MIS Quarterly Executive · 2015

Key findings

Identifies five key IS functionalities critical for innovation networks: collaborative work environments, knowledge maps, knowledge spaces, innovation procedure toolkits, and social media platforms.
Reveals that network success stems from pragmatically using a diverse set of accessible IS tools to form a shared infrastructure rather than relying on a single complex system.
Delivers nine practical guidelines for CIOs to manage IS infrastructure across the co-shaping, co-performing, and co-opting phases of open innovation networks.

What it means for you

CIO / IT Executive: On Monday morning, initiate a review of our existing IS tools to identify at least three readily accessible platforms (e.g., cloud-based project management, secure file sharing, internal wiki) that can be quickly configured to support a collaborative work environment for our next cross-company project, prioritizing ease of adoption for all partners.
IT Manager: On Monday morning, assess the user-friendliness and integration capabilities of our current knowledge management system and identify any gaps. Then, plan a quick training session for a pilot group of users demonstrating how to tag and categorize project-related documents to build a rudimentary 'knowledge map' for our innovation network.
Business Strategist: On Monday morning, draft a brief outline of key innovation challenges and opportunities for our next external collaboration, and then identify which of the five identified IS functionalities (collaborative work environments, knowledge maps, knowledge spaces, innovation procedure toolkits, and social media platforms) would be most impactful in addressing these specific challenges, focusing on pragmatic tool selection.
Researcher: On Monday morning, begin cataloging and categorizing the publicly available 'innovation procedure toolkits' or best practice guides that could be shared or adapted for our current project, focusing on those with clear, step-by-step instructions that can be easily integrated into a shared digital space.
Policymaker: On Monday morning, draft a short proposal for an initiative that encourages or provides resources for SMEs to adopt cloud-based collaborative platforms, specifically highlighting how these platforms can support cross-organizational knowledge sharing and innovation within their respective industries.

Open Innovation, Innovation Networks, Information Systems Infrastructure, Small and Medium Enterprises, Collaborative Work Environments, Medical Device Industry

AI Processed Human Approved

How can collaborating companies use shared information systems to align resources and develop new products?

Sven-Volker Rehm, Lakshmi Goel, Iris Junglas

Using Information Systems in Innovation Networks: Uncovering Network Resources

Journal of the Association for Information Systems · 2017

Key findings

Inter-organizational information systems are essential for enabling networking capabilities and constructing unique, shared resource constellations at the network level.
Four core informational purposes of information systems—representation, sharing, architecture, and reach—facilitate the cross-boundary resource alignment process.
Creating IS-embedded network resources enables collaborating firms to establish sustainable competitive advantages that extend beyond individual firm boundaries.

What it means for you

CIO / IT Executive: On Monday morning, schedule a meeting with key innovation network partners to initiate discussions on standardizing or enhancing inter-organizational information system capabilities for resource visibility and alignment. Identify one critical shared process in an ongoing innovation project and task your team with exploring how a new information system feature could better represent and share partner resources for that process.
IT Manager: On Monday morning, review the existing inter-organizational information systems used by your company in innovation networks. Identify one area where information sharing or representation of partner capabilities is currently fragmented or manual, and develop a concrete proposal for a pilot project to improve this using a specific IS feature (e.g., a shared dashboard for resource availability).
Business Strategist: On Monday morning, identify one ongoing collaborative innovation project and map out the key physical, human, and organizational resources currently being leveraged from your network partners. Then, identify specific gaps in visibility or alignment of these resources and brainstorm one practical way an inter-organizational information system could be adapted or enhanced to address these gaps.
Researcher: On Monday morning, begin drafting a qualitative interview guide for your next set of case studies, focusing on questions that explore how specific inter-organizational information system features (representation, sharing, architecture, reach) enable or hinder the alignment of physical, human, and organizational resources for new product development.
Policymaker: On Monday morning, research existing government grants or incentives that support the adoption and development of inter-organizational information systems for small and medium-sized enterprises involved in collaborative innovation. Draft a one-page summary of potential policy interventions to encourage such adoption for a discussion with relevant industry stakeholders.

Network Resource, Dynamic Capability, Networking Capability, Resource-based View, Innovation Network, New Product Development

AI Processed Human Approved

How can growing digital startups balance structured business processes with the flexibility needed to scale?

Tobias Wuttke, Thomas Haskamp, Michael Perscheid, Falk Uebernickel

On the Potential of Business Process Management for Digital Entrepreneurship: Findings from a Literature Review

Forty-Fourth International Conference on Information Systems · 2023

Key findings

Reconciles BPM and digital entrepreneurship literature by highlighting synergies such as process modularity, agility, and customer orientation.
Identifies key tensions between traditional process structures and the dynamic operational flexibility required by digital ventures.
Proposes three main research avenues: applying ambidextrous BPM in digital ventures, treating digital venturing as a business process, and developing capabilities to balance flexibility and structure.

What it means for you

CIO / IT Executive: On Monday morning, initiate a review of our current core digital processes (e.g., customer onboarding, product deployment) to identify specific components that could be modularized to allow for independent updates and scaling without disrupting the entire workflow.
IT Manager: On Monday morning, schedule a 30-minute meeting with a key team member from sales or customer support to identify one friction point in their daily workflow that could be addressed by a small, agile process improvement, rather than a large, monolithic system change.
Business Strategist: On Monday morning, dedicate an hour to mapping out the critical decision-making points in our growth strategy and outline potential process 'switches' or 'modes' that can be activated or deactivated based on market feedback or scaling needs, embodying ambidextrous BPM.
Researcher: On Monday morning, begin by identifying three specific digital venture growth challenges (e.g., rapid customer acquisition, international expansion) and conceptualize how treating the *process of venturing itself* as a business process (i.e., defining, measuring, and iteratively improving the venture creation and growth cycle) could be studied.
Policymaker: On Monday morning, draft a brief (one-page) outline of potential policy levers (e.g., startup support programs, digital skills training) that could foster the development of 'capabilities to balance flexibility and structure' within digital entrepreneurial ecosystems, focusing on practical implementation.

business process management, digital entrepreneurship, digital venturing, ambidextrous BPM, process innovation, literature review

AI Processed Human Approved

How do fast-growing digital ventures build and adapt their internal business processes to support growth?

Tobias Wuttke, Thomas Haskamp, Michael Perscheid, Falk Uebernickel

Building the Processes Behind the Product: How Digital Ventures Create Business Processes That Support Their Growth

Business & Information Systems Engineering · 2024

Key findings

Identified four distinct patterns of business process change in digital ventures: creating minimum viable processes, creating encapsulated processes, creating centralized control flow integrations, and creating centralized data flow integrations.
Revealed that digital ventures typically start with flexible, human-orchestrated processes supported by low-specificity tools before migrating to specialized enterprise systems to boost efficiency.
Showed how proxy communication tools and centralized analytics systems are used to reduce system complexity and eliminate data silos in maturing ventures.

What it means for you

CIO / IT Executive: On Monday morning, initiate a review of our current proxy communication tool usage and explore options for centralizing our analytics systems to proactively address potential data silos as we scale.
IT Manager: On Monday morning, identify one key operational process (e.g., sales lead qualification) that is currently human-orchestrated and explore if a 'minimum viable process' could be documented and supported by a low-specificity tool for immediate iteration.
Business Strategist: On Monday morning, map out the current flow of data for our top 2 growth-driving products and identify one area where centralized data flow integration could significantly reduce friction and improve speed to market.
Researcher: On Monday morning, begin compiling a list of digital ventures that have recently experienced rapid growth and categorize their initial process creation patterns based on the four distinct patterns identified in the research (MVP, encapsulated, centralized control, centralized data).
Policymaker: On Monday morning, task a working group to investigate how current regulatory frameworks might be hindering the adoption of flexible, technology-enabled business processes in rapidly scaling digital ventures.

Business process management, Digital entrepreneurship, Digital ventures, Business process change, Enterprise systems

TIME TO TURN OFF THE LIGHTS: A SUCCESS FACTOR FRAMEWORK FOR ADVANCING HYPERAUTOMATION IN ORGANIZATIONS

AI Processed Human Approved

What are the key factors needed to successfully scale automation across an organization?

Lisa Straub, Christian Zeiß, Ulvi Ibrahimli, Christoph Tomitza, Benedikt Wirsing, Axel Winkelmann

TIME TO TURN OFF THE LIGHTS: A SUCCESS FACTOR FRAMEWORK FOR ADVANCING HYPERAUTOMATION IN ORGANIZATIONS

ECIS 2026 · 2026

Key findings

The survey results statistically supported all 15 success factors within the framework, achieving a high average agreement score of 6.05 out of 7, with 93.2% of respondents selecting positive agreement.
'Leadership Commitment' (SF3) and 'Communication and Trust Building' (SF4) received the highest levels of overall agreement, indicating strong statistical support.
'Strategic Partner Collaboration' (SF15) and 'Customer Integration' (SF13) received statistically supported relevance, although they had comparatively lower overall agreement scores.
The study's generalizability is limited by the German context of the initial qualitative interviews, a modest quantitative survey sample size (n = 103), and its reliance on subjective assessments rather than objective performance metrics.

What it means for you

CIO / IT Executive: On Monday morning, schedule a 30-minute alignment meeting with business unit heads to establish a joint 'Hyperautomation Governance Board' to audit all active shadow-IT automation tools (like RPA and low-code apps) and map them against your long-term IT integration roadmap to prevent fragmented technical debt.
IT Manager: On Monday morning, block out two hours to audit your current automation deployment backlog and draft a standardized 'API-First Integration Checklist' that your development team must use to ensure new automations do not bypass APIs and create system incompatibilities.
Business Strategist: On Monday morning, select one high-volume customer-facing workflow and schedule a scoping call with a key strategic partner to co-design an integrated, automated data-sharing process, directly applying the 'Customer Integration' (SF13) and 'Strategic Partner Collaboration' (SF15) success factors.
Researcher: On Monday morning, draft a research proposal and outreach email to target three non-German, US-based enterprises to secure pilot sites for a comparative case study that measures objective operational KPIs (such as transaction error rates and processing speed) to validate the subjective findings of the 15-factor framework.
Policymaker: On Monday morning, draft an amendment to your organization's IT Procurement Policy mandating that any new business unit purchasing low-code or RPA tools must submit a 'Systemic Compatibility and Trust Impact Assessment' addressing how the tool aligns with the enterprise IT architecture and employee trust-building guidelines.

Hyperautomation, Transformation Management, Organizational Change, Success Factor Framework, Affordance Theory

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