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<div style="font-family: Calibri, sans-serif; "><span class="Apple-style-span" style="font-family: Georgia; font-size: 12px; "><span style="font-family: Times; ">Call for Papers for a Special Issue of</span><span style="font-family: Times; "> </span><i><span style="font-family: Times; ">Journal
of Information Technology</span><span style="font-family: Times; "> </span></i></span></div>
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<b><span style="font-family: Times; ">Leveraging the IS Organization for Business Value Creation</span><span style="font-family: Times; "> </span></b></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Special Issue Editors:</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Peter Keen, Keen Innovations and EGADE, Monterrey, Mexico</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Gwanhoo Lee, American University</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">William DeLone, American University</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Frank Land, London School of Economics</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Martha Corrales, EGADE, Monterrey, Mexico</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Mark McDonald, Gartner Research</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Margaret Tan, Nanyang Technology University, Singapore</span><span style="font-family: Times; "> </span></span></p>
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<i style="font-size: 12px;"><span style="font-family: Times; ">The only future and sustainable source of competitive advantage through IT is the Business-IS dialog. Every firm now has the same access to new technology. Reliance on and gains from in-house proprietary
systems are being replaced by standardization of interfaces and open systems, packages, variable cost options in sourcing, such as cloud computing and hosting and accessible service infrastructures including platforms like Facebook, Amazon and Android.</span><span style="font-family: Times; "> </span></i></p>
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<b style="font-size: 12px;"><span style="font-family: Times; ">The aim of this Special Issue is to identify effective organizational strategies, designs, capabilities, and professional and career development processes that distinguish Information Systems units
that are demonstrably effective as contributors to business value creation.</span><span style="font-family: Times; "> </span></b></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">The past decade has seen an underinvestment in the IS organization as source of competitive advantage and there are widespread examples of IS lagging rather than leading
innovation through IT. The obvious example is in the mobile field, now in its second decade in the consumer field but in pilot or exploratory stage in many organizations.</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">The role of IS in business innovation has become blurred. Many areas of development and operations have been outsourced, an estimated 70% of IS budgets are for external
services, and the main focus of activity has become highly technical, most obviously virtualization, implementation of cloud computing, and security. In some organizations, IS is seen as a bureaucracy, a view that is reinforced when initiatives in the use
of “consumer technology”, especially mobile devices and social networking are labeled by IS as “Rogue IT”, as if they are violations of orderly governance rather a positive new source of productivity, collaboration and knowledge mobilization. A fairly consensual
stereotyping of the business-IS relationship is that IS is viewed as a cost center not a value creator and that IS professionals lack business focus and skills. The CIO, rather than the IS organization, is seen as the lever for transforming the business-technology
relationship.</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">This Special Issue aims at going beyond the stereotypes and broad statements of needed directions for IS change to highlight what is working, and why, in making IS a
leading contributor in the innovation process. The focus is on theorizing and institutionalizing principles and practices, rather than on one-off examples, however striking. The Issue is designed to encourage research-with-practice. It is research-centered
but the test of value is what the research points to for specific actions in practice. It is practice-focused but contributions must go beyond situational and individual descriptive examples to provide the base for formal and general normative frameworks.
Viewed from either perspective, the articles should be of relevance to three audiences: </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">(1) Organizational decision makers in IS investment and governance, including but not limited to the CIO community, </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">(2) The many IS professionals who are actively looking for ways to develop the skills and build the experience that will enhance their career opportunities in the business
sphere, and </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">(3) educators, HR specialists and IS planners who play an active role as catalysts in building an effective IS organizational capability.</span><span style="font-family: Times; "> </span></span></p>
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<b><span style="font-family: Times; ">Topics of interest</span><span style="font-family: Times; "> </span></b></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">The Editors have identified topics of interest but these are suggestions only and submissions that address other areas of investigation are encouraged. The overarching
measure of relevance is that they provide interesting, resonant and useful answers to the question
</span><b><span style="font-family: Times; ">“How does this help build a more effective IS organization that adds to the enterprise’s ability to exploit IT for real innovation?”</span><span style="font-family: Times; "> </span></b></span></p>
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<span class="Apple-style-span" style="font-size: 12px; "><b><span style="font-family: Times; ">Metrics</span></b><span style="font-family: Times; ">: What measures of IS performance encourage the innovation dialog and business justification and provide convincing
indicators of IS value creation and help guide the social and ethical responsibilities in IT development and application?</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; ">The financial dialog</span></b><span style="font-family: Times; ">: What financial frameworks and models most help IS get away from the straightjacket of traditional
ROI, cost metrics, and capital budgeting to enable and leverage IT in open innovation initiatives and new infrastructure development?</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; ">Organizational design</span></b><span style="font-family: Times; ">: Are there general principles for organizing and partitioning IS work, such as centers of process
excellence, enterprise architecture units, etc., that improve the elements of the business-IS dialog and individual area of responsibilities relevant to innovation?</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; ">Coordinance versus governance</span></b><span style="font-family: Times; ">: What approaches to governance and enterprise architecture get away from the image and
often reality of IS as a blockage looking for control to a partner looking to leverage business initiatives?</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; "><br>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; ">Project management</span></b><span style="font-family: Times; ">: Given the complexities, uncertainties, the many known pitfalls and ever-nagging budget/time demands
of large-scale development and rollout, how can project management combine innovation and efficiency?</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; "><br>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; ">Communication skills and processes</span></b><span style="font-family: Times; ">: How does IS systematically build the skills to resolve the common criticism of IT
professionals as poor in communication and organizational awareness?</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; "><br>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; ">Succession planning</span></b><span style="font-family: Times; ">: How do CIOs ensure they build a new cadre of IS leadership talent and provide formal help to key
personnel in career development and CIO potential?</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; ">Personal development and education</span></b><span style="font-family: Times; ">: What do IS professionals need to know that they don’t know they do(e.g., corporate
finance) and what education and development vehicles are most effective and efficient?</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; ">Communities of practice</span></b><span style="font-family: Times; ">: What is the contribution to individual professionals and member organizations of such societies
as SIM, The Canadian CIO Peer Forum and others in enabling innovation capabilities in IS?</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; "><br>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; ">Vendor and partner relationships</span></b><span style="font-family: Times; ">: What principles of relationship building and IS service contracting best create a win-win
relationship and risk-sharing collaboration?</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; "><br>
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<span class="Apple-style-span" style="font-size: 12px;"><b><span style="font-family: Times; ">International differences</span></b><span style="font-family: Times; ">: Are there significant international differences in how organizations structure, fund, and
manage the IS function in ways that affect business innovation? Of particular interest are countries noted as leaders in either business innovation or technology innovation. How does the leadership in one feed into the other?</span><span style="font-family: Times; "> </span></span></p>
<span style="font-family: Times; font-size: 12px; "></span>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Additional considerations that the editors view as positive additions to the formal requirements are:</span><span style="font-family: Times; "> </span></span></p>
<span style="font-family: Times; font-size: 12px; "></span>
<p style="font-family: Calibri, sans-serif; margin-top: 0px; margin-right: 0px; margin-bottom: 0.2px; margin-left: 0px; font: normal normal normal 10px/normal Georgia; ">
<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">1. Original work by junior IS researchers that pushes into new approaches, theoretical grounding and methodology.</span><span style="font-family: Times; "> </span></span></p>
<span style="font-family: Times; font-size: 12px; "></span>
<p style="font-family: Calibri, sans-serif; margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; font: normal normal normal 10px/normal Georgia; ">
<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">2. Style and attractive presentation: the goal for the Special Issue is for it to have influence in all the relevant communities; researchers, IS professionals, CIOs
and educators.</span><span style="font-family: Times; "> </span></span></p>
<span style="font-family: Times; font-size: 12px; "></span>
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<b style="font-size: 12px;"><span style="font-family: Times; ">Timetable</span><span style="font-family: Times; "> </span></b></p>
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<b style="font-size: 12px;"><span style="font-family: Times; "><br>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">30 November 2012, Deadline for article submission</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">28 February, 2013 Reviews returned to author</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">30 June, 2013 Deadline for final article submission</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">30 September, 2013 Final articles accepted</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">31 December, 2013 Online publication of Special Issue</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">31 March, 2014 Print publication</span><span style="font-family: Times; "> </span></span></p>
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<b style="font-size: 12px;"><span style="font-family: Times; ">Submission information</span><span style="font-family: Times; "> </span></b></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Detailed information on JIT and formatting requirements: www.palgrave-journals.com/jit/index.html</span><span style="font-family: Times; "> </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Questions about the Special Issue should be addressed to Special Issue Editor Gwanhoo Lee (glee@american.edu). </span></span></p>
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<span class="Apple-style-span" style="font-size: 12px;"><span style="font-family: Times; ">Papers for the Special Issue should be submitted by email to JITedoffice@lse.ac.uk with the title of the Special Issue in the Subject Line</span><span style="font-family: Times; "> </span></span></p>
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