- (primary): Jack D. Becker (email@example.com), ITDS Department, University of North Texas
- Daniel Peak (firstname.lastname@example.org), ITDS Department, University of North Texas
Description of Proposed Track:
With the increasing success of strategic and competitive information systems in generating business value and gaining competitive advantage, businesses are more and more interested in the successful design, development, deployment, and use of these systems. Submissions to the Strategic and Competitive Use of Information Technology (SCUIT) track may include complete papers and research-in-progress, and can be conceptual, theoretical, design, empirical, or case studies. Any research that focuses on the strategic and competitive use of IT/IS will find a home in this track.
Minitrack 1: IT-Enabled Information Management Capability (IMC)
Bidyut Hazarika, email@example.com
While Information Technology (IT) is a relevant factor in firm success, firms’ ability to manage information and knowledge is becoming of greater salience in shaping firm performance and innovation. The era of Web 2.0 and the ubiquitous availability of data demand that firms understand IT beyond the technology perspective and view the management of information and knowledge as an opportunity to gain competitive advantage. The strategic use of information has enabled firms such as Amazon, Alibaba, and Facebook to implement new business models, which have deeply impacted the structures of their industries. IT-enabled Information Management Capability (IMC) enables firms to respond to rapidly changing market needs, provides resourceful information for better decision making, facilitates flexibility to fulfill more customers’ needs without incurring extra cost, and provides a technological platform for expanding business.
In the last decades, Information Systems (IS) have become an essential element in firms’ strategy, as managers utilize IT for distinct business purposes. At the same time, organizations must be aware of and open to the influences of IS to benefit from new technologies. The interaction between information technology and organizations is complex and is influenced by many mediating factors, including the organization’s structure, business processes, surrounding environment, and management decisions. Therefore, IS scholars have continued to explore how IT influences firm performance. Despite the significant progress on answering this question, few scholars have joined the conversation of capabilities and have commenced to assess IT as a capability and its influence on firm performance (Chi et al. 2010; Mithas et al. 2011). This mini-track solicits research manuscripts that examine the link between IT-enabled capabilities, firm performance, and innovation. Studies at the firm, individual, team and industry levels are welcomed. Studies submitted to this track should explore how IT-enabled capabilities influence firm performance and innovation and provide a new perspective of the underlying mechanisms through which these capabilities enhance firm performance and innovation.
Minitrack 2: Strategic Impact of IT Operations Management
Naoum Jamous, firstname.lastname@example.org
The rapid increase of the IT usage in todays’ organizations generates the current complex, heterogeneous, and dynamic IT infrastructure that supports companies’ business processes. This creates new challenges on different levels. IT Operation Management covers all the planning, conception, controlling, and observation of routine IT jobs to guarantee the flawless functioning of the organization’s IT Landscape and the operational environments that support operation processes and value creation in an organization. IT managers are asked to ensure that the overall services are delivered faster, with better quality, and preferably cheaper! Internally, the IT infrastructure must run efficiently and effectively. All of this should be aligned with the overall strategy and goals of the organization.
This mini-track solicits research that examines this crucial equation and proposes new solutions for the current challenges facing ITOM researchers and practitioners (e.g., standardization, agility, industrialization, and sustainability).
Minitrack 3: IT Governance and Business-IT Alignment
Lazar Rusu, email@example.com
Wim Van Grembergen
Steven De Haes
In many organizations, information technology (IT) is crucial for the running and growth of the businesses that calls for a specific focus on IT governance or enterprise governance of IT. Enterprise governance of IT is defined to be “an integral part of corporate governance, exercised by the Board, overseeing the definition and implementation of processes, structures and relational mechanism in the organization that enable both business and IT people to execute their responsibilities in support of business/IT alignment and the creation of business value from IT-enabled business investments” (De Haes and Van Grembergen, 2015, p.2). But to generate value from IT a company needs to have implemented an effective IT governance in place which is “an actively designed set of IT governance mechanisms” that supports “organization’s mission, strategy, values, norms and culture” (Weill and Ross, 2004, p.2-3). In their research Schlosser et al. (2015, p.129) have identified some specific effective IT governance mechanisms like “top management support for business-IT collaboration and IT representation on the executive board” as key to social business-IT alignment at the operational level. According to De Haes and Van Grembergen (2015) the ultimate outcome of IT governance is business-IT alignment that is defined as “the fit and integration among business strategy, IT strategy, business structures and IT structures” (De Haes and Van Grembergen, 2015, p.4). Concerning the relation between IT governance and business-IT alignment Schlosser et al. (2015, p.126) have found that IT governance mechanisms like “top management support of business-IT collaboration, IT representation on the executive board, and joint IS training” to have the “strongest relationships with business performance” that is explained by a significant degree of two dimensions of social business-IT alignment. The importance of research in business-IT alignment has been mentioned by many researchers. Chan and Reich (2007) have found that organizations that succeed to align their business and IT strategies will outperform those who have not done it. While, Luftman et al. (2017) have found that business-IT alignment has a significant impact on firm performance. In opinion of Leonard and Seddon (2012) there are two motivators of why business-IT alignment continues to be important for organizations. The first one is concerning the strategic benefits brought by business-IT alignment and the second one is related to the fact that IS managers consider business-IT alignment to be a key issue for their organizations (Leonard and Seddon, 2012). In support why business-IT alignment is still a top management concern for executives in organizations around the world are also the findings of the annual study of IT key issues and trends done by Society for Information Management in 2017 (Kappelman et al., 2018).
As we noticed the research in IT governance and business-IT alignment has been explored for different motivates that are still important for understanding the contribution of these studies to the research in this area but also how can these studies could be used by practitioners. In this minitrack we are looking to receive papers that reports innovative research studies and new insights into the theories, models and practices in research of IT governance and business-IT alignment.
The proposed mintrack in IT governance and business-IT alignment is fitting with the track on Strategic and Competitive Uses of Information Technology in which IT governance and business-IT alignment are playing an important contribution in generating value from IT investments and improvement of business performance. Moreover in opinion of Weill and Ross (2004, p.2) “Top-performing enterprises succeed where other fail by implementing effective IT governance to support their strategies“ and in the enterprises with an effective IT governance “IT can factor significantly into competitive strategy” Weill and Ross (2004, p.3). The proposed topics of this minitrack have been covered till now in top conferences in information systems like ECIS (2016-2018) and HICSS (2002-2018) including in journal publications like International Journal of IT/Business Alignment and Governance (IJITBAG). Therefore we believe that the proposed minitrack in IT governance and business-IT alignment will be an appropriate forum for presenting research studies related to Strategic and Competitive Uses of Information Technology.
We are welcoming the submission of full research papers and research in progress papers that could be conceptual, theoretical or empirical papers using a variety of research methodologies. Topics of interest include, but are not limited to the following:
- IT governance structures, processes and relational mechanisms
• IT governance roles of the board and executive management
• Business-IT relationships and business-IT alignment
• Organizational culture influence on IT governance and business-IT alignment
• Organizational structure influence on IT governance and business-IT alignment
• IT governance and business performance
• IT leadership role in business-IT alignment
• IT governance and business-IT alignment for digital transformation
• IT governance implementation and its impact on business-IT alignment
• Theoretical models for studying IT governance and business-IT alignment
• Practices and cases on IT governance and business-IT alignment
The best papers in this minitrack will be invited for fast track publication in International Journal of IT/Business Alignment and Governance (IJITBAG).
Chan, Y. E., and Reich, B. H. (2007) IT alignment: what have we learned? Journal of Information Technology, 22(4), 297-315.
De Haes, S., and Van Grembergen, W. (2015) Enterprise Governance of Information Technology: Achieving Alignment and Value, Featuring COBIT 5, 2nd ed., Springer International Publishing Switzerland.
Kappelman, L., Johnson, V., Maurer, C., McLean, E., Torres, R., Alsius, D., and Nguyen, Q., (2018) The 2017 SIM IT Issues and Trends Study, MIS Quarterly Executive, 17(1), 53-88.
Leonard, J., and Seddon, P. (2012) A Meta-model of Alignment, Communications of the Association for Information Systems, Vol. 31, Article 11, 230-259.
Luftman, J., Lyytinen, K., and Zvi, T. B. (2017) Enhancing the measurement of information technology (IT) business alignment and its influence on company performance, Journal of Information Technology, 32(1), 26-46.
Schlosser, F., Beimborn, D., Weitzel, T., and Wagner, H-T. (2015) Achieving social alignment between business and IT – an empirical evaluation of the efficacy of IT governance mechanisms, Journal of Information Technology, 30(2), 119-135.
Weill, P., and Ross, J.W. (2004) IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, Harvard Business School Press, Boston, MA, USA.
Minitrack 4: Impact of IT Productivity on Firm Value
Gang Peng, firstname.lastname@example.org
David Zhang, email@example.com
Broadly speaking, IT productivity refers to IT’s tangible or intangible contribution to output. In comparison, firm value is defined as value created for the firms, such as better financial performance, improved product quality, or customer satisfaction. Although IT productivity and firm value are closely related, IT productivity does not automatically translate into firm value since their drivers are different and they require different theoretical perspectives. This proposed mini-track invites research on IT productivity and its contribution to firm value at both micro and macro levels. We welcome various research methodologies, including empirical, modelling, case study, conceptual, or simulation. Issues of interest include but are not limited to:
- Critical input factors for productivity such as IT investment, human labor, and organizational practice
- Configuration, substitutability, and complementarity of IT input with other input factors in affecting productivity
- Comparative IT productivity analysis at different levels such as individual, firm, industry, and country
- Longitudinal analysis of IT productivity
- Direct and indirect IT productivity
- Impact of different types of IT input on productivity, such as hardware, software, and communication technologies
- Strategies to improve IT productivity
- Innovative methods/metrics in estimating IT productivity
- Mechanisms through which IT productivity contributes to firm value
- Various moderating and mediating factors on the relationship between IT productivity and firm value
- Other fundamental issues related to IT productivity and how it affects firm value
Minitrack 5: Renewed Focus on Strategic IT Service Management (ITSM) Deliverables
Ahmed Alibabaei, firstname.lastname@example.org
ITSM is a customer-focused approach to delivering IT in the contemporary corporation. ITSM can strengthen customer relationships, enhance customer understanding of the services provided, and consistently deliver customer value. Although ITSM is not new (its roots go back the Information Technology Infrastructure Library [ITIL] in the 1980s), it is regaining importance as CIOs struggle to increase the relevance of IT to both its internal and external customers. ITSM-oriented leaders generally employ a framework that defines the relationships of IT technical resources to the services demanded by their users as well as defines the actual business services that they provide. Rigorously employed service terminology (ITIL, Version 3) clarifies the service to both the customer and the service provider, delineating service offerings, service features, providers, limitations, exclusions, eligibility, duration, cost, and service levels. This mini-track also focuses on theoretical approaches to providing strategic IT services, alignment of IT service deliverables with the corporate strategic plan, and best practices.
Minitrack 6: Strategic Impact of Digitized Products
Katja Bley, email@example.com
The phenomenon of digital transformation of business models, processes, and products has been keeping companies and economies in a constant transition over the last years. In the course of this rapid internal and external transformation, digitized products and services are becoming increasingly important to achieve competitive advantage. A combination of physical products with hardware and software components allows for a new level of control over those products, and for further actions which in turn form the foundation for new digital services. Although this development is at its hype, highly relevant and future-oriented, individual scientific tendencies in the field are only slowly being explored. There is a strong need for additional research investigating what strategic impact digitized products and services firms have on businesses, how to achieve and maximize it, and finally how to uncover opportunities as well as challenges offered by digitized products and services.
The minitrack focuses on complete papers and research-in-progress which can be conceptual, theoretical, design, empirical or case studies and investigate issues such as (but not limited to):
– Competitive benefits of big data analysis, smart products, and services
– The shift of value from physical artifacts to smart products
– Issues around IoT, CPS and their implementation in smart products and services
– Strategic business model transformation (service or product oriented)
– Digital innovation and achievement of competitive advantage
– Identification of strategic impact of digitizing products and services
– Challenges/Opportunities/Critical Success Factors
Minitrack 7: Strategic Implications of Artificial Intelligence
Russell Torres, firstname.lastname@example.org
Anna Sidorova, email@example.com
While the building blocks of modern artificial intelligence (AI) have been in place for decades, advances in computing power combined with new AI techniques and large volumes of business data have put AI within reach for the modern organization. Given the flexibility and power of AI to facilitate and/or automate decision making, AI is poised to dramatically alter business strategy. Importantly, adoption and commitment to AI as a strategic resource varies widely among organizations, exposing its potential as a marketplace differentiator. Organizations that can effectively deal with the issues inherent in the use of AI, including codified biases, hidden inaccuracies, and ethical concerns among others, may be able to reap significant strategic rewards. Papers in this mini-track would investigate the impact of AI on business strategy, competitiveness, organizational success, and profitability.
Minitrack 8: IT Governance and Enterprise Architecture
Edimara Luciano, firstname.lastname@example.org
The minitrack is dedicated to IT governance and Enterprise Architecture, two topics closely related. IT Governance is a way to establish mechanisms that can drive and monitor IT performance as well as the desirable behavior related to IT. IT decisions have an impact in the whole organizational environment. IT Governance has no unique prescription; it is a set of processes to each organization because of the organizational context and intrinsic factors such as culture, values and goals. Therefore, IT Governance must be from the organization and to the organization, without a restrictive view that it refers exclusively to IT.
Enterprise Architecture (EA) is an approach to document, model, and design an organization. Hence, EA management is essential to ensure that processes, applications, information, and other artifacts are aligned with the enterprise goals and objectives, to support performance, risk, compliance, and security management. Since both are pointing in a similar direction, we assume that IT governance can use EA management to leverage alignment of business and IT on the one hand and strategy, processes, and infrastructure on the other and, in doing so, they facilitate the design of a sustainable and effective organization. Considering that, IT Governance and Enterprise Architecture are fundamental to increase the strategic use of information technology in a competitive way.
This minitrack has the intention to examine the topics IT governance and Enterprise Architecture individually as well as their interconnectedness. We invite conceptual, empirical, full and RIP papers to show how and why certain phenomenon occurs and how and how governance can be designed in terms of structure, processes, relational mechanisms, strategies, and people involved, such as the subjects cited below:
- IT governance models, including the results of adoption of different models in organizations;
• Relationship among IT governance and enterprise architecture, strategic alignment, corporate governance and the comprehension of the organizational necessities;
• Relationship between IT governance and risk management, IT outsourcing and information security;
• Studies focused on either normative or behavioral approach of IT governance;
• IT governance in either private or public organizations;
• Interorganizational IT governance adoption;
• Cultural aspects and their relationships with IT governance practices or mechanisms;
• IT governance practices effectiveness;
• IT strategy and the impact on IT governance and enterprise architecture;
• IT governance mechanisms for digital transformation;
• The role of stakeholders, shareholders and CIOs in the process of IT governance practices adoption;
• The use of good practices and frameworks like COBIT, ITIL, ISO 38.000, TOGAF in an integrated view with IT governance concepts;
• Relationship among IT governance and other initiatives, like electronic government and organizational behavior;
• Theories to understand the IT governance and the Enterprise Architecture phenomenon in organizations;
• Case studies which help to understand current practices in companies governing their IT;
• New methods, practices, models and approaches in the realm of IT governance and Enterprise Architecture.
The minitrack will discuss the state of the art of methodological support, current practices, and related topics with a holistic focus and will debate new approaches to support IT governance and Enterprise Architecture. In addition it is intended to analyse the new challenges and empirical findings concerning the mentioned topics.
Minitrack 9: Impact of IT on Strategic Innovation & Competitive Advantage
Jiban Khuntia, email@example.com
Information Systems (IS) are a competitive imperative in the digital economy of the 21st century. A number of studies in the IS literature have focused on the impact of information systems on firm performance and competitive advantage (e.g., Melville et al. 2004). The role of innovative organizational strategies as a key driver of competitive advantage is well established in the strategic management literature. In comparison, the role of Information Technology (IT) in facilitating strategic innovation, through which performance gains are realized, is a relatively under-explored area in the existing IS literature.
IT is emerging as a vital element in enabling innovations in strategy, business models and management practice. Several examples affirm the importance of exploring the impact of IT on strategic innovation. For example, IT has enabled new business models for firms such as Amazon, Netflix, Uber and Airbnb. IT has facilitated service-oriented innovations in communication services, such as providing audio, video, interactive and social modes of communication through mobile Apps and other tools such as WeChat and WhatsApp. IT has enabled the emergence and sustained success of new business models based around the sharing economy and crowdsourcing (e.g., Agarwal et al. 2010; Rai and Sambamurthy 2006). .IT has facilitated new innovations in digitized access and delivery of services and goods. Furthermore, IT has enabled information access and exchange in several sectors, including health care, education and travel. Likewise, IT can also facilitate new product and service development via its capabilities to enhance knowledge creation (e.g., Kleis et al. 2012). These business model innovations, IT-enabled service-oriented innovations, digitized product and process innovations and associated information capabilities are the result of strategic innovation at the firm level. Thus, IT enabled strategies have emerged as a business imperative to foster innovation and competitive strategy in recent times.
Despite the developments in practice around the role of IT in enabling several forms of innovation and innovative strategies, literature examining the role of information systems in this process is sparse. This mini-track solicits studies that examine the nuances associated with leveraging information technology for strategic innovation. Although the focus is on studies at the firm level, studies at the individual, team, group, or industry levels are also welcome. The main focus of the studies would be to explore how IT enables any or several innovative strategies for firm performance. This mini-track serves as a venue for a wide range of research methodologies, including empirical, case study, conceptual and simulation research. Topics of interest include, but are not limited to:
- How IT-enabled strategies lead to firm performance.
● How IT strategy and firm strategy interact to result in value creation for firms.
● Different facets of IT-enabled innovative strategies: IT-enabled service innovation, IT-enabled business innovation, IT-enabled business model innovation, and IT-enabled co-innovation.
● Role of IT to manage, augment, or shape innovation.
● Role of IT in new product development and process innovation.
1. Agarwal, R., Gao, G., DesRoches, C., and Jha, A.K. 2010. “Research Commentary–the Digital Transformation of Healthcare: Current Status and the Road Ahead,” Information Systems Research (21:4), pp 796-809.
2. Kleis, L., P. Chwelos, R. Ramirez, and I. Cockburn. “Information Technology and Intangible Output: The Impact of IT Investment on Innovation Productivity,” Information Systems Research, (23:1), 2012, pp. 42-59.
3. Melville, N., Kraemer, K., and Gurbaxani, V. 2004. “Information Technology and Organizational Performance : An Integrative Model of IT Business Value,” MIS Quarterly (28), pp 283-322.
4. Rai, A., and Sambamurthy, V. 2006. “Editorial Notes–the Growth of Interest in Services Management: Opportunities for Information Systems Scholars,” Information Systems Research (17:4), pp 327-331.
Minitrack 10: Strategic Implications of Blockchain, Bitcoin, and the Internet of Things
Jack Becker, firstname.lastname@example.org
Dan J Kim
It is widely speculated that the Blockchain distributed data architecture will be important with wide ranging applications. The Blockchain structure takes advantage of cryptography, redundancy, and self-validation to create an amazingly robust, secure, and potentially anonymous distributed data structure. The security of the Blockchain structure has been proven in the extreme environment of cryptocurrency, where Blockchain is the basis of bitcoin. While Bitcoin has become a legitimate currency accepted in thousands of stores, its true test of data security is that it has been accepted in some of the least reputable transactions in the world. Bitcoin is sometimes called a “trustless” technology, not because it is trustworthy, but because it reduces or eliminates the need for parties to trust each other and the need for banks, governments, or other 3rd parties to verify data and transactions.
The ability to have absolute confidence in data and transactions without a centralized clearinghouse can radically affect accounting, auditing, risk management, information systems, banking, financial services, national sovereignty, currency markets, supply chains, marketing, privacy and may form the backbone for the much heralded “internet of things (IoT).” Many of future IoT applications will depend on the level of trust between devices and people. Papers in this mini-track would investigate the role of blockchain as an enabling technology for financial transactions, cryptocurrencies, and the proliferation of the Internet of Things.
Minitrack 11: General: All Other Strategic Uses of IT/IS Topics
Jack Becker, email@example.com
Studies related to the strategic and competitive uses of IT and IS that are not easily classified into one of the above mini-tracks will find a potential home here. This mini-track welcomes both theoretical and practice-oriented studies at the firm, individual, team, group, or industry level. This general category mini-track serves as a venue for the widest possible range of research methodologies, including empirical, case study, conceptual, and/or simulation models.
Minitrack 12: Strategic IT Risk Management in Organizations
Parand Mansouri Rad, firstname.lastname@example.org
Laura Trevino Trevino
Businesses around the world are increasingly concerned with the strategic aspects of risks beyond those related to security. Given the advent of new technologies that are dependent on an interconnected global cyberspace, these risks, such as WikiLeaks, are no longer geographically contained. The possibility that events will interfere with the achievement of a firm’s objectives demands appropriate risk management, which encompasses the assessment of financial and operational exposure, data integrity, and data access as well as the development of containment strategies. Information security management systems (ISMS) aim to provide an organization with a coherent set of policies, processes, and systems to manage information asset risks, thereby ensuring acceptable levels of information security risk. This mini-track solicits research that explores diverse phenomena in connection with ISMS, including their economic and organizational impact and security effectiveness.
Minitrack 13: Strategic UseS of IT in the Social Sector
Jack Becker, email@example.com
Amy Connolly, firstname.lastname@example.org
Roderick L. Lee, email@example.com
Rhoda Joseph, firstname.lastname@example.org
The social sector is a critical component of the social, economic, and political fabric of society. Organizations in this space exist to create social value by providing essential programs and services that improve the quality of life in communities by addressing complex social challenges (i.e., education, healthcare, poverty, employment, hunger, cultural divides, etc.).
There is significant potential to examine and improve how organizations in the social sector plan, design, and implement technologies in order to improve operations, delivery and impact of programs and services, and the quality of life in communities. As such, this mini-track solicits completed and research-in-progress papers addressing Information Technology (IT) challenges in the social sector. Papers can be conceptual, theoretical, design, empirical, or case studies.
Topics of interest include, but are not limited to:
- Design and implementation of emerging technologies to support the social mission
• Design of design high-quality digital beneficiary, volunteer, and donor experiences
• Information-technology alignment
• IT-enabled agility
• IT sourcing strategies
• Disruptive impacts of IT in the community benefit sector
• E-fundraising and mobile commerce strategies
• Strategic use of Facebook, Twitter, Instagram etc.
• Strategic use of Facebook Live-Athons, and digital celebrity advocacy
• Organizational inertia and individual resistance to IT-enabled change
• IT security and risk management strategies
• IT governance or policy issues
• Data management and data analytics
• Evaluation and assessment of IT impact on key performance indicators (KPIs).