Refine
Document Type
- Conference Proceeding (15)
- Article (11)
- Other Publications (2)
- Book (1)
- Part of a Book (1)
Keywords
- Adoption (1)
- Application Integration (1)
- Challenges (1)
- Citizen Development (1)
- Compliance (1)
- DSR (2)
- Decision Framework (1)
- Digitalisierung (1)
- Digitalization (1)
- ERP systems (1)
Institute
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.
Organizations deploy a plethora of information technology (IT) systems. Various types of enterprise systems (ES) may coexist with the shadow IT systems (SITS) implemented by individual business units without the involvement of the IT department. The associated redundancy of SITS and ES suggests their integration. After integration, however, organization may find it challenging to retain the flexibility and innovation that the development of SITS offers the business. In this study, we conduct a literature review on IT systems integration. This review and the specific characteristics of SITS then serve to define SITS integration, derive guidelines for the integration decision, the phases preceding and following integration, and the integration process itself. SITS and ES integration can profit from existing knowledge of integration benefits, costs, and of the available technologies. Our study offers IT decision makers an insight into the specifics of SITS integration, and provides a basis for future SITS research.
Shadow information technology systems (SITS) coexist with formal enterprise systems in organisations. SITS pose risks but also increase flexibility of business units. Practice shows that SITS emerge, despite that Enterprise Architecture Management (EAM) aims at controling all IT systems in an organization. Studies acknowledge this problem in general. However, they neither show the specific influencing areas of SITS nor provide approaches to address them. To close this gap, we use a literature review to analyse examples of practical SITS and their interference with EAM concerns. Thus, we find that they hinder especially transparency, reduction of EA complexity and governance. Research has focused on achieving transparency, governing the evolution of the EA but lacks strategies for reducing complexity. This study contributes to research and practice by uncovering the main influencing areas of SITS on EAM, as well as by laying a foundation for future research on this topic.
Das Thema Schatten-IT hat erst in den letzten Jahren in Wissenschaft und Praxis erheblich an Bedeutung gewonnen.1 Unter dem Begriff Schatten-IT werden dabei Systeme verstanden, welche die Fachbereiche in Eigenregie beschaffen oder erstellen und die nicht in das IT-Servicemanagement des Unternehmens eingebunden sind.2 Das Thema Schatten-IT ist dabei weder neu noch selten. Trotz dieser langen Geschichte war über die Verbreitung der Schatten-IT wenig Genaues bekannt. Im einem Beitrag in dieser Zeitschrift im Jahr 2011 haben wir die Risiken der Schatten-IT beschrieben und damit die Notwendigkeit für die Auseinandersetzung mit dem Thema Schatten-IT hergeleitet.3 Im Forschungsprojekt Schatten-IT des Konstanzer Instituts für Prozesssteuerung wurde dann in den vergangenen Jahren eine Methode zum Management der Schatten-IT entwickelt und in verschiedenen Fallstudien evaluiert. Ziel dieses Beitrages ist es, die empirischen Ergebnisse aus den Fallstudien vorzustellen.4 Die Datenbasis bilden dabei die Fallstudien in vier Unternehmen, in denen insgesamt 386 Schatten-IT Systeme gefunden wurden. Zwei der Unternehmen stammen aus der Finanz- und Versicherungsbranche, die beiden anderen aus der Fertigungsindustrie. Je ein Abteilungsbereich wurde für die Untersuchung herangezogen. Aus diesen Fallstudien stellt der Beitrag im zweiten Kapitel die Ausprägungen der aufgedeckten Schatten-IT vor. Im dritten Kapitel folgt dann die Beschreibung der geschäftlichen Relevanz der Schatten-IT. Im vierten Abschnitt gehen wir auf die Qualität der Schatten-IT Systeme ein. In der Fortsetzung des Artikels werden in einem weiteren Beitrag die möglichen Prüfungsansätze beschrieben.
Schatten-IT (Teil 2)
(2017)
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.
ERP systems integrate a major part of all business processes and organizations include them in their IT service management. Besides these formal systems, there are additional systems that are rather stand-alone and not included in the IT management tasks. These so-called ‘shadow systems’ also support business processes but hinder a high enterprise integration. Shadow systems appear during their explicit detection or during software maintenance projects such as enhancements or release changes of enterprise systems. Organizations then have to decide if and to what extent they integrate the identified shadow systems into their ERP systems. For this decision, organizations have to compare the capabilities of each identified shadow system with their ERP systems. Based on multiple-case studies, we provide a dependency approach to enable their comparison. We derive categories for different stages of the dependency and base insights into integration possibilities on these stages. Our results show that 64% of the shadow systems in our case studies are related to ERP systems. This means that they share parts or all of their data and/or functionality with the ERP system. Our research contributes to the field of integration as well as to the discussion about shadow systems.
Schatten-IT
(2015)
Schatten-BI - Was tun?
(2015)
Der Begriff Schatten-IT beschreibt Systeme, die außerhalb des Verantwortungsbereiches der IT durch die Fachabteilung eigenständig entwickelt und betrieben werden. Obwohl dieses Phänomen weit verbreitet ist, blieb diese Schatten-IT in Wissenschaft und in Praxis lange unbeachtet. Seit einiger Zeit ist eine verstärkte Auseinandersetzung mit dem Phänomen erkennbar. Jedoch gibt es bisher nur wenige empirisch gestützte Erkenntnisse über die Schatten-IT. Diese Lücke wird in dem vorliegenden Beitrag angegangen. Auf Basis von vier Fallstudien werden die Verbreitung, Verwendung und die Qualität der Schatten-IT ermittelt. Dabei zeigt sich, dass die Schatten-IT mit durchaus erheblichen Risiken verbunden sein kann. Demgegenüber bleibt die Qualität jedoch merklich zurück. Erkennbar ist dabei auch, dass die Schatten-IT nicht im Blickfeld der Kontrollsysteme der Unternehmen erscheint. Durch Maßnahmen wie die Steigerung der Awareness der Schatten-IT im Unternehmen sowie eine Entwicklung der Schatten-IT hin zu einer gesteuerten Fachbereichs-IT lassen sich die Risiken wirksam reduzieren. Zudem sind die Kontrollsysteme der Unternehmen so anzupassen, dass auch die Schatten-IT in diesen sichtbar wird.
