[AISWorld] ECIS2023: IS Strategy, Governance and Sourcing in the Digital Age Track, Paper submissions - November 17th, 2022

[Ilan Oshri]

Track Description
In the digital age, new technologies and changes in ecosystems allow organizations to fundamentally change how they perform and organize work, collaborate across organizational boundaries, and generate value with digital technology (Fitzgerald et al., 2014). At the same time, the digital age is marked by an increasing appreciation of sustainability as a key principle that informs how organizations manage and source digital technologies and services.

These fundamental changes require organizations to rethink in multiple ways their approaches to information systems (IS) governance, strategy, and sourcing. As more and more digital technologies are developed and assembled through platform ecosystems, IS management extends beyond corporate strategy, corporate governance, and the management of dyadic sourcing relationships to include platform strategies, platform governance (Hurni et al., 2019), and the management of multilateral sourcing relationships (Oshri et al., 2019). Cloud technologies, low-code and no-code platforms, and IT consumerization empower employees to source and design their own digital solutions, challenging existing notions of formal governance and control (Krancher et al. 2018, Wiener et al., 2019). The recent interest in artificial intelligence and machine learning solutions has made data an even more important organizational resource, requiring practitioners and researchers to understand solutions and challenges to data governance, data strategy, and data sourcing (Markus, 2017; Newell & Marabelli, 2015, Tarafdar et al., 2017). Moreover, while new technologies and competitive environments call for organizations’ ability to rapidly develop and reconfigure digital soutions, organizations also need to satisfy an increasing amount of regulatory requirements and ensure the stability of increasingly integrated digital infrastructures, calling for an understanding of how organizations can ensure both agility and stability (Tallon et al, 2019). Last but not least, the increasing appreciation of sustainability requires organizations to implement governance and sourcing strategies that reduce the environmental impact of digital technologies and their sourcing.

This track welcomes papers that improve our understanding of these and other challenges related to IS governance, strategy and sourcing in the digital age. We welcome all types of research, including empirical, conceptual, design, and simulation research that address social, technical, and socio-technical aspects of IS governance, strategy, and sourcing. We also welcome ‘focus on practice’ submissions. Topics of interest include, but are not limited to:

  *
     *   Digital strategizing and strategy implementation
     *   Strategic impact of emerging digital technologies (e.g., artificial intelligence, blockchain, big-data analytics) on business models and governance structures
     *    Sourcing of emerging digital technologies
     *    Sourcing configurations and sourcing arrangements for the digital age (multi-sourcing, plural sourcing, crowdsourcing, cloudsourcing, etc.)
     *    Impact of IS strategy, governance, and sourcing on agility and stability
     *    Critical perspectives on IS strategy, governance, and sourcing
     *    Algorithmic governance, management of algorithmic learning processes, management of autonomous agents
     *   Technology-driven changes in sourcing practices, including studies exploring how increasingly autonomous systems and/or new architectural innovations transform sourcing decision making and sourcing governance
     *   Sustainability aspects of IS strategy, governance, and sourcing
     *   Platform governance and platform strategy
     *   Data governance, strategy, and data sourcing
     *   Governance, strategy and sourcing issues related to cybersecurity

Track Chairs

  *   Thomas Huber, ESSEC Business School, France. E-mail: huber at essec.edu<mailto:huber at essec.edu>
  *   Oliver Krancher, IT University of Copenhagen, Denmark. E-mail: olik at itu.dk<mailto:olik at itu.dk>
  *   Ilan Oshri, University of Auckland, New Zealand. E-mail: ilan.oshri at auckland.ac.nz<mailto:ilan.oshri at auckland.ac.nz>