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Nowadays, information technology (IT) is a strategic asset for organizations. As a result, the IT costs are rising and there is a need for transparency about their root causes. Cost drivers as an instrument in IT cost management enable a better transparency and understanding of costs. However, there is a lack of IT cost driver research with a focus on the strategic position of IT within organizations. The goal of this paper is to develop a comprehensive overview of strategic drivers of IT costs. The Delphi study leads to the identification and validation of 17 strategic drivers. Hence, this paper builds a base for cost driver analysis and contributes to a better understanding of the causes of costs. It facilitates future research regarding cost behavior and the business value of IT. Additionally, practitioners gain awareness of levers to influence IT costs and consequences of managerial decisions on their IT spend.
IT-Governance
(2023)
Die digitale Transformation verstärkt den Einfluss der Informationstechnologie auf den Unternehmenserfolg erheblich. Damit erhöhen sich auch die Anforderungen an das Führungssystem der IT in den Unternehmen. Hier gilt die einfache Weisheit: Ein ungeeignetes Managementsystem bringt in der Regel schlechtere Entscheidungen mit sich.
Wie Sie zielorientiert bestimmen, wer im Unternehmen wie auf IT-relevante Entscheidungen einwirken soll, zeigt Ihnen Christopher Rentrop mit viel Übersicht:
- Grundlegende Ziele und Erfolgsfaktoren der IT-Governance
- Gestaltungselemente der IT-Governance: Strukturen und Prozesse, Entscheidungsrechte, relationale Mechanismen u.a.
- COBIT als Rahmenwerk der IT-Governance
- Spezifische Entscheidungsdomänen, Handlungsfelder und Verantwortlichkeiten
- Management, Weiterentwicklung und Erfolgsmessung der IT-Governance
Eine prägnante Orientierungshilfe, die Sie Schritt für Schritt zu einer organisationsgerechten Ausgestaltung des Führungssystems der IT leitet.
The digital transformation of business processes and the integration of IT systems leads to opportunities and risks for small and medium-sized enterprises (SMEs). Risks that can result in a lack of IT Governance, Risk and Compliance (IT-GRC). The purpose of this paper is to present the current state of the research project. With this, the Design Science Research approach based on Hevner is using. Based on the phase of Problem Identification and Objectives, this paper will deal with the development of an artefact and thus present the draft of the Design phase. The artefact will be developed by selecting relevant existing frameworks and standards and the identification of SME-specific conditions.
An IT-GRC approach in SME
(2022)
The digital transformation of business processes and the integration of IT systems leads to opportunities and risks for small and medium-sized enterprises (SMEs). Risks that can result in a lack of IT compliance. The purpose of this research-in-progress paper is to present the current state of a IT-Governance-Risk-Compliance (IT-GRC) research-project. First, the results of an already conducted literature research will be discussed, combined with qualitative interviews (expert survey) of persons close to IT compliance. In the context of this paper, a first design approach will be developed by selecting relevant existing frameworks and standards and the identification of SME-specific conditions. The first design is intended to contribute a further artefact conception of tailoring approaches and standards and the creation of a guidance.
Low-Code Development Platforms (LCDPs) enable non-information technology (IT) personnel to develop applications and workflows independently of the IT department. Consequently, these digital platforms help to overcome the growing need for software development. However, science and practice warn of several barriers that slow down or hinder the usage of LCDPs. This publication scientifically identifies, analyzes, and discusses challenges during implementation and application of LCDPs from both perspectives in a holistic manner. Therefore, we conduct an exploratory study (data from scientific literature, expert interviews, and practical studies) and assign the challenges to the socio-technical system model. The results show that the scientific and practical communities recognize common challenges (especially knowledge transfer) but also perceive differences related to technological (science) and social (practice) aspects. This paper proposes future research directions for academia, such as governance, culture change, and value evaluation of LCDPs. Additionally, practitioners can prepare for possible challenges when using LCPDs.
Market research institutes forecast a growing relevance of Low-Code Development Platforms (LCDPs) for organizations. Moreover, the rising number of scientific publications in recent years shows the increasing interest of the academic community. However, an overview of current research focuses and fruitful future research topics is missing. This paper conducts a first scientific literature review on LCDPs to close this gap. The socio-technical system (STS) model, which categorizes information systems into a social and a technical system, serves to analyze the identified 32 publications. Most of current research focuses on the technical system (technology or task). In contrast, only three publications explicitly target the social system (structure or people). Hence, this paper enables future research to address the identified research gaps. Additionally, practitioners gain awareness of technical and social aspects involved in the development, implementation, and application of LCDPs.
Business units are increasingly able to fuel the transformation that digitalization demands of organizations. Thereby, they can implement Shadow IT (SIT) without involving a central IT department to create flexible and innovative solutions. Self-reinforcing effects lead to an intertwinement of SIT with the organization. As a result, high complexities, redundancies, and sometimes even lock-ins occur. IT Integration suggests itself to meet these challenges. However, it can also eliminate the benefits that SIT presents. To help organizations in this area of conflict, we are conducting a literature review including a systematic search and an analysis from a systemic viewpoint using path dependency and switching costs. Our resulting conceptual framework for SIT integration drawbacks classifies the drawbacks into three dimensions. The first dimension consists of switching costs that account for the financial, procedural, and emotional drawbacks and the drawbacks from a loss of SIT benefits. The second dimension includes organizational, technical, and level-spanning criteria. The third dimension classifies the drawbacks into the global level, the local level, and the interaction between them. We contribute to the scientific discussion by introducing a systemic viewpoint to the research on shadow IT. Practitioners can use the presented criteria to collect evidence to reach an IT integration decision.
Business units are increasingly able to fuel the transformation that digitalization demands of organizations. Thereby, they implement Shadow IT (SIT) to create flexible and innovative solutions. However, the individual implementation of SIT leads to high complexities and redundancies. Integration suggests itself to meet these challenges but can also eliminate the described benefits. In this emergent research, we develop propositions for a conceptual decision framework, that balances the benefits and drawbacks of an integration of SIT using a literature review as well as a multiple-case study. We thereby integrate the perspective of the overall organization as well as the specific business unit. We then pose six propositions regarding SIT integration that will serve to evaluate our conceptual framework in future research.
Research on Shadow IT is facing a conceptual dilemma in cases where previously “covert” systems developed by business entities are integrated in the organizational IT management. These systems become visible, are thus not “in the shadows” anymore, and subsequently do not fit to existing definitions of Shadow IT. Practice shows that some information systems share characteristics of Shadow IT but are created openly in alignment with the IT organization. This paper proposes the term “Business-managed IT” to describe “overt” information systems developed or managed by business entities and distinguishes it from Shadow IT by illustrating case vignettes. Accordingly, our contribution is to suggest a concept and its delineation against other concepts. In this way, IS researchers interested in IT originated from or maintained by business entities can construct theories with a wider scope of application that are at the same time more specific to practical problems. In addition, the terminology allows to value potentially innovative developments by business entities more adequately.
Research on Shadow IT is facing a conceptual dilemma in cases where previously "covert" systems developed by business entities (individual users, business workgroups, or business units) are integrated in the organizational IT management. These systems become visible, are therefore not "in the shadows" anymore, and subsequently do not fit to existing definitions of Shadow IT. Practice shows that some information systems share characteristics of Shadow IT, but are created openly in alignment with the IT department. This paper therefore proposes the term "Business-managed IT" to describe "overt" information systems developed or managed by business entities. We distinguish Business-managed IT from Shadow IT by illustrating case vignettes. Accordingly, our contribution is to suggest a concept and its delineation against other concepts. In this way, IS researchers interested in IT originated from or maintained by business entities can construct theories with a wider scope of application that are at the same time more specific to practical problems. In addition, value-laden terminology is complemented by a vocabulary that values potentially innovative developments by business entities more adequately. From a practical point of view, the distinction can be used to discuss the distribution of task responsibilities for information systems.