Blaize Reich

Beedie School of Business, Simon Fraser University

Chris Sauer

Green Templeton College, University of Oxford
UK

Walter Fernandez

University of New South Wales
Australia

Description

Enabled by IS development (ISD), information systems projects and programs (ISP) are fuelling the transformation of organisations. From small-business initiatives to corporate, from the way governments deliver services to the way entire industries operate, ISP and ISD are critical to the continuous process of social and technical transformation. As the pace of change accelerates, and organisations are forced to move from being process-based to embrace projectization, we are witnessing the emergence of new processes, practices, and methods that promise improvements of effectiveness and efficiency in the delivery of ISD and ISP with consequential organizational and societal benefits. However, these promises are not always fulfilled and new approaches often present new challenges hence the need for new research.

Therefore, this track is concerned with a broad spectrum of methods and practices that have emerged to assist individuals, teams, and organizations to understand these challenges and to improve performance. These include, but are not limited to, agile and lean approaches, the role of IS projects and programs in the transformation of organisations and the evolution of industries and countries.

Topics of Interests

We welcome papers in the Managing IS Projects and IS Development track that improve our understanding of the diverse and complex nature of IS projects and programs, particularly with respect to IS development. Submissions could include, but are not limited to the following topics:

• Managing issues in IS projects including estimation, risk, quality assurance, governance, and knowledge.
• IS project management capabilities, competence and maturity.
• Managing IS-enabled programs of organizational transformation, governance, coordination, politics, and complexities.
• People-related issues in IS projects, including diversity, leadership and power
• Managing distributed and virtual IS projects.
• Sourcing of IS projects, including offshoring, outsourcing, nearshoring, crowdsourcing, inner sourcing or multi-sourcing.
• Value enhancement of IS project management and benefit realization in IS programs and projects.
• IS design and development in practice, including methods and tools such as agile and lean development, component-based processes, service-orientation, and open source.
• Managing IS development and systems integration.
• Managing large scale IS projects such as the deployment and implementation of enterprise systems and other packaged software applications, in a wide range of settings.
• Issues in managing mobile apps development.
• Socio-technical issues, including managing and developing in the cloud, complexity as a risk (positive and negative), impact of size, dealing with failure, effective governance, and ambidexterity, to name a few.

Associate Editors

• David Arnott, Monash U.
• Dirk Basten, U. in Cologne
• Lan Cao, Old Dominion U.
• Suranjan Chakraborty, Towson U.
• Sharon Coyle, U. of Sydney
• Michael Cuellar, Georgia Southern U.
• Antonio Diaz Andrade, Auckland U. of Technology
• Owen Eriksson, Uppsala U.
• Andrew Gemino, Simon Fraser U.
• Robert Gregory, IESE Business School, U. of Navarra
• Riitta Hekkala, Aalto U.
• Rashina Hoda, The U. of Auckland
• Helena Holmström Olsson, Malmö U.
• Lesley Land, U. of New South Wales
• Lorraine Lee, U. of North Carolina at Wilmington
• Alanah Mitchell, Drake U.
• Maria Paasivaara, Aalto U.
• Samuli Pekkola, Tampere U. of Technology
• Sumantra Sarkar, Binghamton U.
• John Trip, Baylor U.
• John Tripp, Baylor U.
• Richard Vidgen, U. of Hull
• Radu Vlas, U. of Houston–Clear Lake
• Xiaofeng Wang, Free U. of Bozen-Bolzano
• Barbara Weber, U. of Innsbruck
• Manuel Wiesche, Technische Universität München
• Xiao Xiao, Copenhagen Business School

The post Managing IS Projects and IS Development appeared first on ICIS 2016.

Rajiv
Kohli

Raymond A. Mason School of Business, College of William & Mary

Monideepa Tarafdar

Management School
Lancaster University
UK

Benoit
Aubert

Victoria University Wellington
New Zealand

Description

IT and IT-enabled organizational innovations continue across all industry sectors. Recent innovations around mobile, social, and cloud computing are a few examples. In the quest to create wealth for their shareholders, organizations adopt and fuse emerging information technologies into the fabric of their products, services, business processes, and relationships with customers, employees, business partners, and other stakeholders. Similarly, public sector organizations are undergoing transformation to face unprecedented challenges created by increasingly turbulent environments. This has a number of important implications.

First, business and IS strategies are converging, with implications for the organizational role of the IT unit. Second, organizations seek to source resources and capabilities, coordinate operations and buy/sell their products and services globally. Third, in doing so, they become dynamically shifting nexus of global contracts, resources, processes and transactions that all need to be coordinated and governed by IT. It creates remarkable opportunities related to the digital transformation of business and operational models, along with associated organizational change. However, as organizations rely more on IT, they also become more vulnerable to significant IT-related risks such as data security and privacy risks, technical risks, operational risks, regulatory compliance risks, and financial risks. Governments are also introducing regulations for implementing IT governance, control, and risk management practices, challenging organizations’ established routines.  Globally distributed organizations are often subject to a variety of IT-related regulations that span multiple country boundaries.

What are the challenges that this new, globally extended competitive and regulatory landscape presents to Information Systems (IS) researchers and practitioners who seek to understand the strategic implications of ever changing and ubiquitous IT, the impact of IT on global sourcing and challenges in IT governance? The IS Strategy, Governance and Sourcing Track aims to generate new knowledge and foster scholarly conversations around these questions.

Topics of Interests

We seek papers that develop new theory and theoretical approaches to understand these phenomenon as well as those that apply conceptual frameworks to primary or secondary data. Topics of interest include, but are not limited to:

• The transformed role of the CIOs, IT/business executive relationships, and executive and board involvement in business strategy and innovation, IT governance, and response to regulations.
• Achieving and navigating digital transformation: understanding associated organizational change and capability management
• IT-related regulatory compliance requirements and IT governance, control, and risk management approaches to meet regulatory compliance needs of organizations.
• IT Governance: structures and processes of IT governance, accountability and responsibility for IT, including responses to hyper-competitive settings and their effects on performance.
• Strategic Alignment between IT and business, co-evolution of business and IT strategy, IT-enabled capabilities and business models to cope with competition
• Strategic Planning Methods for developing information systems strategies and IT enabled product and process innovations.
• IT and Organizational Design: Creating effective enterprise architectures, structures, processes, technologies within, between, and among organizations.
• Management of IT Business Value: Designing appropriate structures, processes and capabilities for managing the value of IT investments, within and cross organizational boundaries.
• Sourcing Decisions: Strategic decisions and outcomes of sourcing models. These include outsourcing, insourcing, sourcing in the cloud, offshoring, nearshoring, and shared services as well as a combination of these.
• Sourcing Practices: Contractual governance, relational governance, client capabilities, provider capabilities, innovation through outsourcing.
• IS strategy, sourcing or governance issues in specific sectors such as healthcare, retail, public sector organizations, etc. that break new ground in theory development.
• Novel research approaches: New theoretical perspectives and research approaches that broaden or challenge our understanding of IT strategy, sourcing and governance, in particular research approaches that can address the dynamic nature of IT.

Associate Editors

• Forough Karimi-Alaghehband, Lancaster U., UK
• Rajiv Kishore, SUNY Buffalo, USA
• Julia Kotlarsky, Aston Business School, UK
• Ilan Oshri, Loughborough U., UK
• Barbara Marcolin, U. of British Columbia, Canada
• Martin Wiener, Bentley U., USA
• Ning Su, Ivey Business School, Canada
• Jens Dibbern, U. of Bern, Switzerland
• Narayan Ramasubbu, U. of Pittsburgh, USA
• Daniel Chen, Texas Christian, USA
• Ali Tafti, U. of Illinois at Chicago, USA
• Ravi Shankar Loughborough U., UK
• Juliana Sutanto Lancaster U., UK
• Roya Gholami, Aston Business School, UK
• C Ranganathan, U. of Illinois at Chicago, USA
• Patrick Stacey, Lancaster U., UK
• Ronald Ramirez, U Colorado at Denver, USA
• Paul Tallon, Loyola U. USA
• Paul Drnevich, U. Alabama, USA
• Stephan Kudyba, New Jersey Institute of Technology, USA
• Torsten-Oliver Salge, RWTH Aachen, Germany

The post IS Strategy, Governance, and Sourcing appeared first on ICIS 2016.