Kristine Dery

MIT Center for Information Systems Research, USA

Brian Donnellan

National University
of Ireland,
Maynooth

Janis Gogan

Bentley University,
Waltham MA,
USA

Description

A major mission of the information systems discipline is to produce relevant academic research that is useful to IS practice. The ICIS practice-oriented research track will contribute to this mission. The track welcomes submission of practice-oriented IS research on any topics that are highly relevant and useful to practicing IS executives.

Criteria for acceptance of submissions will be similar to those adopted by MISQ Executive. Authors are encouraged to submit in-depth research that provides rich stories, unique insights, and useful conceptual frameworks for information systems practice. The target audience is primarily practitioners, but also includes researchers and students so that we can stimulate ongoing discussions at the intersection of research and practice and contribute to the development of future industry leaders. Submitted papers will be specifically screened for relevance and usefulness to IS practice. Submissions are also expected to demonstrate a rigor that makes the findings credible to a discriminating reader.

The Editor-in-Chief of MISQ Executive offers accepted papers of this track an opportunity to go through a fast-track review, development, and publication process at MISQ Executive.

In addition to paper presentations, this track will invite IT leaders from various industries to: (1) give keynote speeches; (2) attend mixed practitioner/researcher panels; and (3) serve as discussants in research presentations to provide feedback and help define further questions for practice-oriented IS research.

Overall, this track aims to:

• Extend the reach of ICIS to IS executives
• Showcase highest quality practice-oriented IS research
• Promote practice-oriented IS research as a key source of insight and guidance for IS practice
• Provide researchers a platform to present and discuss their practice-oriented IS research findings with IS executives and academics and expose the community to current challenges in IS practice
• Help identify the most challenging managerial issues in IS practice and frame them as new questions that could guide future practice-oriented IS research

Associate Editors

• Hans Borgman, ESC Rennes, France
• Walter Brenner, U. of St. Gallen, Switzerland
• Joe Peppard, ESMT, Germany
• Clemens Van Dinther, Reutlingen U.
• Markus Helfert, Dublin City U., Ireland
• Ed Curry, National U. of Ireland Galway, Ireland
• Stephanie L. Woerner, Massachusetts Institute of Technology, USA
• Martin Mocker, Massachusetts Institute of Technology, USA
• Cynthia Beath, U. of Texas at Austin, USA
• Nils Fonstad, Massachusetts Institute of Technology, USA
• Eric Van Heck, Erasmus U., Netherlands
• Espen Andersen, BI Norwegian Business School, Norway
• Xavier Busquets, ESADE, Spain
• Alec Cram, Bentley U., USA
• Kui Du, U. of Massachusetts Boston
• Iris Junglas, Florida State U., USA
• Sandeep Purao, Bentley U., USA
• Donna Stoddard, Babson U., USA
• Leslie Wilcocks, London School of Economics, UK

The post Practice-oriented Research 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.