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ARE THE REGULATORS WINNING THE FIGHT WITH ANONYMITY-ENHANCING COINS? STUDYING BINANCE’S EUROPEAN DELISTING OF MONERO AS A NATURAL EXPERIMENT
AI Processed Human Approved

How does delisting a privacy coin from a major exchange impact its price over time?

Robin Renwick, Rob Gleasure
ARE THE REGULATORS WINNING THE FIGHT WITH ANONYMITY-ENHANCING COINS? STUDYING BINANCE’S EUROPEAN DELISTING OF MONERO AS A NATURAL EXPERIMENT
ECIS 2026 · 2026
Key findings
  • Hypothesis 1 (delisting will cause an immediate negative price impact) was STATISTICALLY SUPPORTED: Monero's price was significantly lower (estimated at 63% to 72% lower) post-delisting compared to its synthetic counterfactual.\n- Hypothesis 2 (the negative price impact will diminish over time) was NOT SUPPORTED: Rather than recovering, the negative price impact intensified when longer time lags of up to 200 days were examined.\n- Limitations: The findings are restricted to a single delisting event of one specific privacy coin (Monero) and use trading price as an imperfect proxy for perceived value.
What it means for you
  • CIO / IT Executive: Audit our organization's digital asset holdings and treasury to identify any exposure to privacy coins like Monero, and immediately initiate a migration plan to convert these assets to compliant, liquid cryptocurrencies to avoid permanent valuation loss from regulatory delistings.
  • IT Manager: Update network monitoring tools and firewall rules to detect and block any Monero nodes, mining scripts, or wallet connections on company-owned infrastructure to prevent compliance violations arising from tightening centralized exchange regulations.
  • Business Strategist: Review our payment gateway integrations and product roadmap to remove Monero or other privacy coins as accepted payment methods, and pivot our privacy-focused initiatives toward compliant layer-2 scaling solutions (like Zero-Knowledge rollups) that satisfy regulators.
  • Researcher: Draft a new research proposal to apply the synthetic control method to other privacy-centric assets (like Zcash or Dash) across different geographic regions, incorporating decentralized exchange (DEX) trading volumes to test if the value shifted off centralized order books.
  • Policymaker: Draft an amendment to the national crypto-asset regulatory framework to mandate that all registered centralized exchanges delist anonymity-enhancing coins, citing this empirical evidence that exchange-level bans are highly effective at permanently reducing these assets' market value and liquidity.
Cryptocurrencies, Monero, Privacy, Regulation, Natural Experiment, Synthetic Control Method
ACTOR-NETWORKS IN CORPORATE DIGITAL SUSTAINABILITY INITIATIVES
AI Processed

How do IT and sustainability departments interact to shape corporate digital sustainability initiatives?

David Stanlein, Lea Püchel, Enni Alina Juntunen, Tobias Brandt
ACTOR-NETWORKS IN CORPORATE DIGITAL SUSTAINABILITY INITIATIVES
ECIS 2026 · 2026
Key findings
  • The case study supported that sustainability management acts as a stabilizer by establishing structural frameworks, securing senior executive backing, and fostering interdepartmental knowledge sharing.
  • The analysis supported that IT/IS management often acts as a destabilizing force by imposing resource limitations, prioritizing short-term operational goals, and withholding full active engagement.
  • The research demonstrated that the corporate digital sustainability actor-network remains unstable due to unresolved conflicts between sustainability goals and IT efficiency metrics.
  • A limitation of these findings is their reliance on a single-case study of a German insurance company with an interview sample dominated by IT-department stakeholders.
What it means for you
  • CIO / IT Executive: Schedule a 30-minute meeting with the Head of Sustainability to co-design and integrate a 'sustainability impact score' directly into the IT department's project prioritization framework, ensuring green metrics are evaluated alongside traditional cost and efficiency KPIs.
  • IT Manager: Review your team's current project backlog and formally assign a senior systems engineer as the dedicated 'Green IT Liaison' to attend the sustainability working group's bi-weekly meetings, ensuring technical resource constraints are communicated early.
  • Business Strategist: Draft a charter for a joint IT-Sustainability Steering Committee that outlines a shared governance model, specifically defining a conflict-resolution protocol for when short-term IT cost-cutting clashes with long-term carbon reduction targets.
  • Researcher: Draft a research proposal for a multi-case study targeting non-financial sectors (such as manufacturing or retail) that intentionally oversamples sustainability managers to address the IT-biased, single-case limitation of the existing literature.
  • Policymaker: Initiate a draft for a voluntary corporate digital sustainability reporting template that requires firms to disclose how their IT infrastructure procurement policies align with national green transition targets.
digital sustainability, actor-network theory, case study, IT/IS alignment, IT/IS management
STRUCTURING READINESS FOR AI INNOVATION: THE ROLE OF THE DESIGN CHALLENGE BRIEF AS A COORDINATION AND GATEKEEPING ARTEFACT
AI Processed Human Approved

How can teams evaluate whether an artificial intelligence project is ready to launch?

Jennifer Hehn, Franziska Anna Röckel, Benjamin van Giffen
STRUCTURING READINESS FOR AI INNOVATION: THE ROLE OF THE DESIGN CHALLENGE BRIEF AS A COORDINATION AND GATEKEEPING ARTEFACT
ECIS 2026 · 2026
Key findings
  • The study outlines a preliminary three-phase qualitative model for establishing AI project readiness: divergent exploration, negotiation/translation, and convergent alignment, though these findings are descriptive and lack statistical testing.
  • The Design Challenge Brief is shown to act as a gatekeeping artifact that structures readiness reviews and allows teams to selectively revisit earlier project assumptions without resetting the entire process.
  • The study is limited by its small qualitative sample of five projects and its setting within a structured, university-led innovation lab, which may restrict generalizability to less-structured corporate settings.
What it means for you
  • CIO / IT Executive: Draft and mandate a standard 'Design Challenge Brief' template that all AI project champions must complete and get approved before receiving formal project launch funding.
  • IT Manager: Gather your AI project team for a 1-hour workshop to map your current pre-project planning stage to the three phases of divergent exploration, negotiation/translation, and convergent alignment, explicitly documenting how you will handle fluid data availability.
  • Business Strategist: Audit your pipeline of proposed AI initiatives and flag any project that has not yet completed a collaborative 'Design Challenge Brief' to prevent launching projects with high uncertainty around non-deterministic outcomes.
  • Researcher: Draft a research proposal and survey instrument to test the generalizability of the three-phase AI readiness model across a quantitative sample of 100+ corporate AI projects outside of academic lab settings.
  • Policymaker: Integrate a 'Design Challenge Brief' gatekeeping requirement into your public sector AI procurement and funding frameworks to ensure public agencies evaluate data readiness and outcome uncertainties before awarding AI contracts.
AI innovation, readiness work, design challenge brief, boundary objects, gatekeeping
NAVIGATING THE TWIN TRANSITION: A PARADOX PERSPECTIVE ON CONCURRENT DIGITAL AND SUSTAINABILITY CHANGE
AI Processed

What tensions arise when pursuing digital and sustainability goals together, and how do organizations manage them?

Daria L. Stumkat, Jan Stockhinger
NAVIGATING THE TWIN TRANSITION: A PARADOX PERSPECTIVE ON CONCURRENT DIGITAL AND SUSTAINABILITY CHANGE
ECIS 2026 · 2026
Key findings
  • The study qualitatively identifies four persistent tensions in the twin transition: cost efficiency vs. sustainability impact, IT as enabler vs. IT as concern, individual values vs. organizational inertia, and fast IT iteration vs. slow sustainability institutionalization, though these are exploratory and not statistically tested.\n- The findings reveal that actors manage these paradoxes through a portfolio of splitting, suppressing, adjusting, and opposing responses, which often remain fragmented rather than coordinated.\n- Successful navigation was shown to occur gradually through sequencing and formalizing responses (such as in UI/UX accessibility standards), indicating that twin transition synergies are an outcome of continuous paradox management rather than a starting condition.\n- The study's findings are limited by its exploratory nature and single-case, cross-sectional design at one European IT service provider, meaning they are not statistically generalizable.
What it means for you
  • CIO / IT Executive: On Monday morning, update your organization's 'Definition of Done' (DoD) for all software release pipelines to mandate that any major code deployment must include a documented estimate of its cloud carbon footprint (using tools like Cloud Carbon Footprint) alongside traditional speed and cost metrics.
  • IT Manager: On Monday morning, during your weekly sprint planning, introduce one concrete green-coding or UI accessibility standard (such as optimizing image compression to reduce data transfer energy) to the active backlog, demonstrating to your team how to integrate sustainability into fast-paced IT iterations.
  • Business Strategist: On Monday morning, review your active digital transformation roadmaps and replace any assumptions of automatic 'twin transition' synergies with a formal risk register that explicitly maps out where digital speed and carbon-reduction goals conflict, scheduling a sequenced timeline for which priority takes precedence at each milestone.
  • Researcher: On Monday morning, draft a research proposal for a longitudinal, multi-sector quantitative survey targeting CIOs across Europe to statistically test the generalizability of the four identified twin-transition tensions beyond the single-case IT service provider context.
  • Policymaker: On Monday morning, initiate the draft of a voluntary 'Green IT Integration' compliance guide that provides businesses with standardized templates to formalize digital-sustainability KPIs, helping them move from fragmented employee-led initiatives to structured, audit-ready corporate reporting.
Twin transition, Twin transformation, Paradox theory, Tensions, Paradox navigation, Digital transformation
ORCHESTRATION PARADOXES IN NATIONAL QUANTUM COMPUTING INNOVATION ECOSYSTEMS
AI Processed Human Approved

What competing tensions and trade-offs do leaders face when guiding national quantum computing ecosystems?

Jori Taipale, Olli Tyrväinen, Tuure Tuunanen, Joel Mero, Teiko Heinosaari
ORCHESTRATION PARADOXES IN NATIONAL QUANTUM COMPUTING INNOVATION ECOSYSTEMS
ECIS 2026 · 2026
Key findings
  • Organizing tensions were identified as the most frequent paradox, specifically focusing on the trade-offs between collaboration vs. resource competition and guidance vs. flexibility.
  • Performance tensions emerged regarding resource allocation between software vs. hardware development and building a shared vision vs. individual firm survival.
  • Belonging tensions highlighted a 'godfather' paradox, where the ecosystem must balance the state's role as a major supportive funder and customer with the ultimate goal of corporate independence.
  • Learning tensions were characterized by the challenge of managing multi-talent knowledge development versus narrow technology specialization.
  • The study is limited by its single qualitative case context in Finland with a small sample of 15 informants, requiring caution when applying these findings to other national contexts.
What it means for you
  • CIO / IT Executive: Schedule a 9:00 AM meeting with your lead enterprise architect to audit your current quantum-readiness roadmap, establishing a formal policy that divides software development and hardware access investments 50/50 to hedge against the performance tension of committing prematurely to a single unproven hardware stack.
  • IT Manager: Create a bi-weekly 1-hour 'Quantum Cross-Training' slot in your team's calendar starting this Friday, pairing your specialized quantum physics PhDs with your generalist cloud engineers to address the learning tension between narrow technical specialization and broad-based systems integration.
  • Business Strategist: Perform a revenue dependency audit to calculate the percentage of your quantum business unit's funding derived from state grants versus commercial clients, and draft a pitch deck for two private-sector pilots to actively transition away from 'godfather' state-funding reliance.
  • Researcher: Draft a pre-competitive collaboration agreement template to send to a peer researcher at a competing institution, outlining a shared framework for baseline algorithm testing while clearly defining IP boundaries to manage the tension of collaboration versus resource competition.
  • Policymaker: Draft a revision for the upcoming national quantum funding round guidelines that introduces a 'co-investment requirement,' mandating that state-funded consortia secure at least 25% of their budget from private corporate buyers to counter the 'godfather' dependency paradox.
Ecosystem orchestration, Paradox theory, Quantum computing innovation ecosystem, Explorative case study, Interpretive qualitative research
TOWARDS DESIGN PRINCIPLES FOR TEACHING INDUSTRY 4.0 COMPETENCIES TO CS/IS STUDENTS
AI Processed

How can educators effectively teach modern industrial software skills without expensive physical equipment?

Felix Salcher
TOWARDS DESIGN PRINCIPLES FOR TEACHING INDUSTRY 4.0 COMPETENCIES TO CS/IS STUDENTS
ECIS 2026 · 2026
Key findings
  • Eight design principles were established, emphasizing virtualization, containerization, and problem-based learning cases as alternatives to expensive learning factories.\n- Preliminary course evaluation yielded positive descriptive feedback, with a mean rating of 4.43 out of 5 across satisfaction categories.\n- No formal statistical significance tests were performed due to the pilot nature of the study and the small, specific evaluation sample.\n- The pilot is limited by a very small sample size (9 respondents from a single cohort) and relies on subjective student perceptions rather than objective competency-based assessments.\n- Students noted difficulty adapting to the course's fast pace and programming requirements, highlighting a need for aligned prerequisites.
What it means for you
  • CIO / IT Executive: Direct your enterprise architecture team to draft a transition plan to replace physical IT hardware training labs with virtualized, containerized sandbox environments (e.g., Docker/Kubernetes) to reduce infrastructure costs and align onboarding with modern Industry 4.0 software architectures.
  • IT Manager: Review the programming prerequisites of your junior developers and assign them a structured, hands-on troubleshooting task using a containerized microservice mock-up on Monday morning to assess their readiness for complex Industry 4.0 integration projects.
  • Business Strategist: Reallocate a portion of next quarter's talent development budget away from high-cost physical equipment training and toward scalable, software-based virtual simulators to cost-effectively build digital twin and data architecture competencies.
  • Researcher: Draft a research proposal to conduct a multi-institution comparative study on these eight design principles, incorporating objective pre- and post-intervention technical testing rather than relying on subjective student feedback to measure competency gains.
  • Policymaker: Create a state-level educational grant initiative that incentivizes higher education institutions to update computer science curricula with virtualization-based Industry 4.0 frameworks, shifting funding priority away from physical learning factories.
Design Principles, Design Science Research, Industry 4.0, Smart Manufacturing
THE ANATOMY OF A DESIGN CHALLENGE FOR INITIATING AI INNOVATION
AI Processed Human Approved

How should teams structure initial challenges to successfully launch AI projects?

Franziska Anna Röckel, Benjamin van Giffen, Andreas Janson, Jennifer Hehn
THE ANATOMY OF A DESIGN CHALLENGE FOR INITIATING AI INNOVATION
ECIS 2026 · 2026
Key findings
  • The study empirically validated a structural anatomy for the Design Challenge consisting of four robust elements (verb, object of innovation, target group, context) and three plastic elements (internal data, technology, potential), which was supported across all 42 cases analyzed.
  • The robust elements were validated to successfully create a stable, shared identity and common direction among diverse team members, acting as a center of authority.
  • The plastic elements were shown to successfully absorb technological uncertainty, providing a flexible framework for teams to negotiate and adapt to AI's emergent capabilities over time.
  • The qualitative analysis identified three distinct nuances in shaping the 'object of innovation' (modular, abstract, and space) that guide teams toward either incremental or more radical innovation pathways.
What it means for you
  • CIO / IT Executive: Mandate that all upcoming AI project proposals use a standardized 'Design Challenge' charter template structured around the 4 robust elements (verb, object of innovation, target group, context) and 3 plastic elements (internal data, technology, potential), explicitly forbidding teams from locking in a rigid technical architecture in their initial pitch.
  • IT Manager: Gather your interdisciplinary project team for a 60-minute workshop on Monday morning to co-create a 'Design Challenge' statement, explicitly defining the stable 'robust' elements to align the business and tech members, while leaving the 'plastic' elements (like specific data sources and AI models) open as flexible targets to be negotiated as the project progresses.
  • Business Strategist: Review your company's AI project portfolio on Monday morning and intentionally rewrite the 'object of innovation' for each project: frame them as 'modular' if you need predictable, incremental improvements, or rewrite them as 'space-based' (e.g., focused on broad capabilities) if you want to push the team toward radical, disruptive business model innovation.
  • Researcher: Update your qualitative coding scheme for ongoing field studies of AI adoption to track how frequently and at what project stages teams modify the 'plastic' elements (internal data, technology, potential) versus the 'robust' elements of their project charters to measure the empirical threshold where technological uncertainty triggers project misalignment.
  • Policymaker: Revise the application guidelines for the upcoming public AI innovation grant cycle to replace rigid 'technical specifications' requirements with a mandatory 'Design Challenge' framework, scoring applicants on the clarity of their robust elements (target group, context) and the adaptive flexibility of their plastic elements (data and technology integration plans).
Design Challenge, AI Innovation, Boundary Object, Anatomy, Interdisciplinary Collaboration, Problem Formulation
WHEN WE CANNOT STOP THE DATA FLOW: THE EMOTIONAL LIFE OF DATA IN A CHILDREN’S DAYCARE CENTER
AI Processed

How does continuous digital reporting affect emotional pressure, trust, and staff autonomy in childcare centers?

Lea Püchel, Tobias Brandt
WHEN WE CANNOT STOP THE DATA FLOW: THE EMOTIONAL LIFE OF DATA IN A CHILDREN’S DAYCARE CENTER
ECIS 2026 · 2026
Key findings
  • This is a qualitative, ethnographic case study, meaning it does not test quantitative hypotheses or report statistical significance values.
  • The qualitative data supports a sequential three-stage framework showing how digital opportunity transitions into perceived control and safety, data reassurance dependency, and ultimately internalized data-driven surveillance.
  • In the highly digitalized center, continuous digital updates successfully provided a feeling of safety but created an addictive loop where any absence of data was interpreted as a signal of risk.
  • Educators did not openly resist the system but instead practiced adaptive, situated compliance, adjusting their timing, tone, and messaging to meet platform expectations.
  • The comparative boundary case with lower-intensity digital reporting demonstrated that a slower communication rhythm can temper the emergence of the full data-dependency cycle.
What it means for you
  • CIO / IT Executive: On Monday morning, reconfigure your enterprise communication and tracking platforms to aggregate non-critical status updates into a single daily digest at 4:00 PM, rather than allowing real-time push notifications, to actively break the expectation of continuous monitoring.
  • IT Manager: On Monday morning, audit the daycare platform's dashboard interface and replace all default automatic 'No Data' warning flags or empty progress bars with a neutral status indicator to eliminate the false perception of operational risk during quiet hours.
  • Business Strategist: On Monday morning, draft and distribute a 'Communication Cadence Agreement' to clients that explicitly sets the expectation of only two digital updates per day, actively framing this slower rhythm as a premium service feature that ensures staff are focused on active care rather than screens.
  • Researcher: On Monday morning, draft a research proposal to conduct a comparative diary study of frontline workers in relationship-heavy sectors like eldercare, specifically measuring the psychological friction and time spent on 'situated compliance' tasks versus actual patient care.
  • Policymaker: On Monday morning, draft a policy amendment for child and eldercare labor standards that prohibits the use of real-time telemetry and continuous digital logging frequency as metrics for assessing staff performance and regulatory compliance.
Data work, future of work, reporting systems, relational data, data dependency
NONPROFITS' DIGITAL TRANSFORMATION: UNDERSTANDING ORGANISATIONAL IDENTITY DYNAMICS
AI Processed

How does digital transformation affect a nonprofit's identity, and how are resulting internal conflicts resolved?

Maria Julia Torres, Lea Pchel, Markus P. Zimmer, Tobias Brandt
NONPROFITS' DIGITAL TRANSFORMATION: UNDERSTANDING ORGANISATIONAL IDENTITY DYNAMICS
ECIS 2026 · 2026
Key findings
  • Digital transformation in nonprofits is a cyclical, five-period recursive process (comprising internal alignment, strategy production, democratization, implementation, and resistance/re-anchoring) rather than a linear transition (Supported by qualitative case analysis).
  • Unlike for-profit firms where digital transformation fundamentally redefines identity, a nonprofit's core values-based identity remains stable, whereas only the methods of how they work are challenged and reconfigured (Supported by qualitative case analysis).
  • Transitioning from foundation-setting to a proactive digital role triggers organizational resistance and identity dissonance, as new digital structures and departments challenge existing activist culture and localized power dynamics (Supported by qualitative case analysis).
  • Momentum in a nonprofit's digital transformation is re-established not by resolving technical deficits, but by re-anchoring the digital strategy within a moral narrative against a common value-based antagonist (Supported by qualitative case analysis).
  • The study's generalizability may be limited due to its focus on a single, large-scale, globally federated nonprofit, and the patterns of resistance might vary in smaller or less decentralized organizations (Acknowledged study limitation).
What it means for you
  • CIO / IT Executive: Meet with your internal communications lead on Monday morning to rewrite the launch narrative of your current digital initiative; frame the IT upgrades not as a 'system migration for efficiency,' but as a vital strategic weapon designed to help your activists defeat the organization's primary external adversary.
  • IT Manager: Identify the regional office or department most resistant to the new software rollout and schedule a 30-minute call with their team leader on Monday morning to ask how the system can be configured to protect their local autonomy, rather than forcing a standardized corporate workflow.
  • Business Strategist: Review your draft digital strategy document first thing Monday morning and audit its vocabulary; strip out commercial, for-profit terminology like 'customer acquisition,' 'user monetization,' and 'ROI,' replacing them with values-driven terms like 'supporter mobilization' and 'mission impact.'
  • Researcher: On Monday morning, draft a outreach email to directors of three small, community-based local charities to pitch a comparative study, testing if the five-period recursive digital transformation model identified at Greenpeace holds true in non-federated, resource-constrained nonprofit settings.
  • Policymaker: On Monday morning, update your organization's digital funding policy and grant application templates to remove mandatory 'commercial viability' metrics, instead requiring applicants to demonstrate how the requested digital grant will reinforce and scale their core mission-based values.
Digital Transformation, Organisational Identity, Nonprofits, Case Study, Greenpeace International
UNPACKING THE ROLE OF INDIVIDUALS IN PROCESS MINING: A LITERATURE REVIEW AND RESEARCH FRAMEWORK
AI Processed

How do individual user behaviors and attitudes impact the business value generated from process mining?

Julian Dyong, Sandro Franzoi, Jan vom Brocke
UNPACKING THE ROLE OF INDIVIDUALS IN PROCESS MINING: A LITERATURE REVIEW AND RESEARCH FRAMEWORK
ECIS 2026 · 2026
Key findings
  • The review identifies and establishes user behavior, usage patterns, and affect (such as uncertainty and trust) as the three core elements constituting the individual level of process mining, supported by the synthesized literature.
  • The analysis reveals that technical, individual, and organizational contingency factors systematically influence user behavior and affect; for example, data inaccuracies undermine user trust, while formal training and methodological guidance support correct execution.
  • Individual behaviors and affective states are shown to directly impact value outcomes, with structured behaviors like hypothesis testing decreasing analysis duration and increasing the quality of insights.
  • Key limitations of the study include its reliance on a limited sample of 23 reviewed papers, a static framework that does not capture sequential or temporal dynamics, and a lack of true inter-coder reliability during the qualitative coding process.
What it means for you
  • CIO / IT Executive: Initiate a data audit of the source pipelines feeding your enterprise process mining tools to eliminate data discrepancies, directly addressing the research finding that data inaccuracies severely undermine user trust and derail tool adoption.
  • IT Manager: Add a mandatory 'Hypothesis-First' template to your team's process mining workflow on Monday morning, requiring analysts to document their specific diagnostic hypothesis before running queries to enforce structured behavior and reduce analysis duration.
  • Business Strategist: Redesign the process mining ROI dashboard to measure actual business value outcomes (e.g., cost savings from process changes) rather than user log-in frequency, linking individual analytical insights directly to operational KPIs.
  • Researcher: Draft a research design for a longitudinal study tracking 20 process mining analysts over six months to capture the sequential and temporal dynamics of user affect and trust, directly addressing the static limitations of current literature.
  • Policymaker: Establish an internal organizational standard mandating that no department may deploy process mining software without integrating a formal training and methodological guidance program, ensuring compliant and high-quality data execution.
Process Mining, Individual Level, Literature Review, Research Framework, Value Creation, User Behavior
Corporate Nomads: Working at the Boundary Between Corporate Work and Digital Nomadism
AI Processed Human Approved

How can companies and employees successfully negotiate a nomadic lifestyle alongside permanent corporate employment?

Julian Marx, Milad Mirbabaie, Stefan Stieglitz
Corporate Nomads: Working at the Boundary Between Corporate Work and Digital Nomadism
Journal of the Association for Information Systems · 2025
Key findings
  • The study develops a three-phase process model (splintering, calibrating, and harmonizing) that explains how corporate nomads and their organizations successfully negotiate this new work arrangement.
  • The integration of corporate nomads is not a one-sided decision but a mutual process of 'boundary work' requiring engagement, negotiation, and trade-offs from both the employee and the company.
  • Corporate nomads operate as individual outliers who change their personal work boundaries (e.g., location and time) without transforming the entire organization's structure.
  • Information Technology (IT) is crucial in managing the inherent tensions of this lifestyle, helping to balance organizational control with employee autonomy and enabling integration from a distance.
Corporate Nomads, Digital Nomads, Boundary Work, Digital Work, Information Systems
Capturing the “Social” in Social Networks: The Conceptualization and Empirical Application of Relational Quality
AI Processed

How do activity levels and connection counts shape the quality of employee interactions on corporate social networks?

Christian Meske, Iris Junglas, Matthias Trier, Johannes Schneider, Roope Jaakonmäki, Jan vom Brocke
Capturing the “Social” in Social Networks: The Conceptualization and Empirical Application of Relational Quality
Journal of the Association for Information Systems · 2025
Key findings
  • Relational quality is a distinct and relevant dimension that complements traditional structural social network analysis (SNA), which typically only focuses on network structure.
  • The study identifies and measures four key facets of relational quality: being personal, being curious, being polite, and sharing.
  • Different types of users exhibit distinct patterns of relational quality; for instance, 'connectors' (users with many connections but low activity) are the most personal, while 'broadcasters' (users with high activity but few connections) share the most resources.
  • As a user's activity (e.g., number of posts) increases, their interactions tend to become less personal, curious, and polite, while their sharing of resources increases.
  • In contrast, as a user's number of connections grows, their interactions become more personal and curious, but they tend to share fewer resources.
Enterprise Social Network, Social Capital, Relational Quality, Social Network Analysis, Linguistic Analysis, Computational Research
How SME Watkins Steel Transformed from Traditional Steel Fabrication to Digital Service Provision
AI Processed

How can traditional small and medium-sized businesses successfully transform into digital service providers?

Friedrich Chasin, Marek Kowalkiewicz, Torsten Gollhardt
How SME Watkins Steel Transformed from Traditional Steel Fabrication to Digital Service Provision
MIS Quarterly Executive · 2022
Key findings
  • Watkins Steel successfully transitioned by augmenting its core steel fabrication business with new, high-value digital services like 3D scanning, modeling, and data reporting.
  • The study proposes a transformation framework for SMEs based on two concepts: 'digital augmentation' (adding new services) and 'digital adjacency' (leveraging existing assets like customers, data, and skills for these new services).
  • Key success factors included contagious leadership from the CEO, embracing business constraints as innovation opportunities, and a customer-centric approach to solving their clients' problems.
  • Instead of hiring new talent, Watkins Steel successfully cultivated its own digital experts by empowering existing employees with domain knowledge to learn new skills, fostering a culture of experimentation.
  • The transformation allowed the company to move up the value chain, from being a materials provider to coordinating and managing construction processes, creating a more defensible market position.
digital transformation, SME, business model innovation, case study, digital service provision, digital augmentation, digital adjacency
Designing and Implementing Digital Twins in the Energy Grid Sector
AI Processed Human Approved

How can energy grid companies successfully design and implement digital twins?

Christian Meske, Karen S. Osmundsen, Iris Junglas
Designing and Implementing Digital Twins in the Energy Grid Sector
MIS Quarterly Executive · 2021
Key findings
  • The digital twin provides real-time and historical insights into the grid's status, enabling proactive maintenance, prediction of component failures, and more efficient management of power loads.
  • It serves as a powerful simulation tool to model future scenarios, such as the impact of increased electrification from electric ferries, allowing for better long-term planning and investment.
  • Successful implementation requires a strong focus on organizational learning, innovative co-creation with technology partners, and continuous feedback from end-users throughout the project.
  • The project highlighted the critical importance of evolving data governance, forcing the company to tackle complex issues of data security, integration, and standardization to unlock the full potential of the digital twin.
Digital Twin, Energy Sector, Grid Management, Digital Transformation, Organizational Learning, Co-creation, Data Governance
How Audi Scales Artificial Intelligence in Manufacturing
AI Processed

How can manufacturers successfully scale artificial intelligence solutions from pilot projects into full operational use?

André Sagodi, Benjamin van Giffen, Johannes Schniertshauer, Klemens Niehues, Jan vom Brocke
How Audi Scales Artificial Intelligence in Manufacturing
MIS Quarterly Executive · 2024
Key findings
  • Audi successfully scaled an AI-based system to automate the detection of cracks in sheet metal parts, a crucial quality control step in its press shops.
  • The success was driven by a strategic four-stage approach: Exploring, Developing, Implementing, and Scaling, with a focus on designing for scalability from the outset.
  • Key success factors included creating a single, universal AI model for multiple deployments, leveraging data from various sources to improve the model, and integrating the solution into the broader Volkswagen Group's digital production platform to create synergies.
  • The study highlights the importance of decoupling value from cost, which Audi achieved by automating monitoring and deployment pipelines, thereby scaling operations without proportionally increasing expenses.
  • Recommendations for other businesses include making AI scaling a strategic priority, fostering collaboration between AI experts and domain specialists, and streamlining operations through automation and robust governance.
Artificial Intelligence, AI Scaling, Manufacturing, Automotive Industry, Case Study, Digital Transformation, Quality Inspection
EMERGENCE OF IT IMPLEMENTATION CONSEQUENCES IN ORGANIZATIONS: AN ASSEMBLAGE APPROACH
AI Processed Human Approved

Why does the same technology succeed in one organization but fail in another?

Abdul Sesay, Elena Karahanna, and Marie-Claude Boudreau
EMERGENCE OF IT IMPLEMENTATION CONSEQUENCES IN ORGANIZATIONS: AN ASSEMBLAGE APPROACH
MIS Quarterly · 2025
Key findings
  • The process through which technology creates new behaviors and practices is complex and non-linear, occurring in three distinct phases (individuation, composition, and actualization).
  • Successful implementation is not guaranteed; it depends on the careful alignment of the technology itself (material components) with policies, training, and user adoption (expressive components) at each stage.
  • The study found that of the three police departments, only one successfully implemented body cameras because it carefully selected high-quality equipment, developed specific policies for its use, and ensured officers were trained and held accountable.
  • The other two departments experienced failure or delays due to poor quality equipment, generic policies, and inconsistent use, which prevented new, positive practices from taking hold.
  • The model shows that outcomes emerge over time and may require continuous adjustments, demonstrating that success is an ongoing process, not a one-time event.
IT implementation, Assemblage theory, body-worn camera, organizational change, police technology, process model
REGULATING EMERGING TECHNOLOGIES: PROSPECTIVE SENSEMAKING THROUGH ABSTRACTION AND ELABORATION
AI Processed

How can governments and industry leaders create effective rules for emerging technologies without stifling innovation?

Stefan Seidel, Christoph J. Frick, Jan vom Brocke
REGULATING EMERGING TECHNOLOGIES: PROSPECTIVE SENSEMAKING THROUGH ABSTRACTION AND ELABORATION
MIS Quarterly · 2025
Key findings
  • Creating effective regulation for new technologies is a process of 'collective prospective sensemaking,' where diverse stakeholders build a shared understanding over time.
  • This process relies on two interrelated activities: 'abstraction' and 'elaboration'. Abstraction involves generalizing the essential properties of a technology to create flexible, technology-neutral rules that encourage innovation.
  • Elaboration involves specifying details and requirements to provide legal certainty and protect users.
  • Through this process, the regulatory target can evolve significantly, as seen in the case study's shift from regulating 'blockchain/cryptocurrency' to a broader, more durable law for the 'token economy' and 'trustworthy technology'.
Technology regulation, prospective sensemaking, sensemaking, institutional construction, emerging technology, blockchain, token economy
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