<span style="font-size:10.0pt;line-height:115%;font-family:"Georgia","serif"">Due to numerous requests, we extended the paper
submission deadline to December 31^st. </span><div><span style="font-size:10.0pt;line-height:115%;font-family:"Georgia","serif"">Please find the new time table
for this special issue below.</span></div><div><font face="Georgia, serif"><span style="line-height:14px"><br clear="all"></span></font><div><br></div><p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center">
<span style="font-size:12.0pt;font-family:"Georgia","serif"">Extended Call for Papers for a Special Issue of </span></p>

<p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center"><i><span style="font-size:12.0pt;font-family:"Georgia","serif"">Journal of Information
Technology</span></i></p>

<p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center"><i><span style="font-family:"Georgia","serif""> </span></i></p>

<p class="MsoNormal" align="center" style="text-align:center"><b><span style="font-size:12.0pt;line-height:115%;font-family:"Georgia","serif"">Leveraging the IS Organization for Business
Value Creation</span></b></p>

<p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center;text-indent:0.3in"><span style="font-size:10.0pt;font-family:"Georgia","serif"">Special Issue Editors</span></p>

<p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center;text-indent:0.3in"><span style="font-size:10.0pt;font-family:"Georgia","serif"">Gwanhoo Lee, American University
</span></p>

<p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center;text-indent:0.3in"><span style="font-size:10.0pt;font-family:"Georgia","serif"">Peter Keen, Keen Innovations and EGADE,
Monterrey, Mexico</span></p>

<p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center;text-indent:0.3in"><span style="font-size:10.0pt;font-family:"Georgia","serif"">William DeLone, American University</span></p>


<p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center;text-indent:0.3in"><span style="font-size:10.0pt;font-family:"Georgia","serif"">Martha Corrales, EGADE, Monterrey, Mexico</span></p>


<p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center;text-indent:0.3in"><span style="font-size:10.0pt;font-family:"Georgia","serif"">Mark McDonald, Gartner Research</span></p>


<p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center;text-indent:0.3in"><span style="font-size:10.0pt;font-family:"Georgia","serif"">Margaret Tan, Nanyang Technology University, Singapore</span></p>


<p class="MsoNormal" align="center" style="margin-bottom:0.0001pt;text-align:center;text-indent:0.3in"><span style="font-size:10.0pt;font-family:"Georgia","serif""> </span></p>

<p class="MsoNormal" style="margin-top:0in;margin-right:.5in;margin-bottom:0in;margin-left:.5in;margin-bottom:.0001pt;text-align:justify;text-justify:inter-ideograph"><i><span style="font-size:10.0pt;line-height:115%;font-family:"Georgia","serif"">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></i></p>

<p class="MsoNormal" style="margin-bottom:0in;margin-bottom:.0001pt;text-align:justify;text-justify:inter-ideograph;text-indent:.2in"><span style="font-size:10.0pt;line-height:115%;font-family:"Georgia","serif""> </span></p>


<p class="MsoNormal" style="margin-bottom:0in;margin-bottom:.0001pt;text-align:justify;text-justify:inter-ideograph;text-indent:.2in"><b><span style="font-size:10.0pt;line-height:115%;font-family:"Georgia","serif"">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></b><span style="font-size:10.0pt;line-height:115%;font-family:"Georgia","serif""> </span></p>

<p class="MsoNormal" style="margin-bottom:0in;margin-bottom:.0001pt;text-align:justify;text-justify:inter-ideograph;text-indent:.2in"><span style="font-size:10.0pt;line-height:115%;font-family:"Georgia","serif"">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></p>

<p class="MsoNormal" style="margin-bottom:0in;margin-bottom:.0001pt;text-align:justify;text-justify:inter-ideograph;text-indent:.2in"><span style="font-size:10.0pt;line-height:115%;font-family:"Georgia","serif"">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></p>

<p class="MsoNormal" style="margin-bottom:0in;margin-bottom:.0001pt;text-align:justify;text-justify:inter-ideograph;text-indent:.2in"><span style="font-size:10.0pt;line-height:115%;font-family:"Georgia","serif"">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: (1) Organizational decision makers in IS investment and governance,
including but not limited to the CIO community, (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 (3) educators, HR specialists and IS planners who play an active role as
catalysts in building an effective IS organizational capability. </span></p>

<p class="MsoNormal" align="center" style="margin-bottom:0in;margin-bottom:.0001pt;text-align:center;text-indent:.2in"><b><span style="font-size:12.0pt;line-height:115%;font-family:"Georgia","serif""> </span></b></p>


<p class="MsoNormal" align="center" style="margin-bottom:0in;margin-bottom:.0001pt;text-align:center;text-indent:.2in"><b><span style="font-size:12.0pt;line-height:115%;font-family:"Georgia","serif"">Topics of interest</span></b></p>


<p class="MsoNormal" align="center" style="margin-bottom:0in;margin-bottom:.0001pt;text-align:center;text-indent:.2in"><b><span style="font-size:12.0pt;line-height:115%;font-family:"Georgia","serif""> </span></b></p>


<p class="MsoNormal" style="margin-bottom:0in;margin-bottom:.0001pt;text-align:justify;text-justify:inter-ideograph;text-indent:.2in"><span style="font-size:10.0pt;line-height:115%;font-family:"Georgia","serif"">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 <b>“How does this
help build a more effective IS organization that adds to the enterprise’s
ability to exploit IT for real innovation?”</b></span></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">Metrics</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">: What measures of IS
performance encourage the innovation dialog and business justification and
provide convincing indicators of IS value creation</span><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif""> and help guide the social and ethical
responsibilities in IT development and application</span><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">?</span></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">The financial dialog</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">: 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></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">Organizational design</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">: 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></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">Coordinance versus governance</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">: 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?<b></b></span></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">Project management</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">: 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></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">Communication skills and processes</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">:<b> </b>How does IS systematically build the
skills to resolve the common criticism of IT professionals as poor in
communication and organizational awareness?</span></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">Succession planning</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">: 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></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">Personal development and education</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">: 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></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">Communities of practice</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">: 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></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">Vendor and partner relationships</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">: What
principles of relationship building and IS service contracting best create a
win-win relationship and risk-sharing collaboration?</span></p>

<p class="MsoNormal" style="margin-top:3.0pt;margin-right:.1in;margin-bottom:3.0pt;margin-left:.1in;text-align:justify;text-justify:inter-ideograph"><b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">International differences</span></b><span style="font-size:9.0pt;line-height:115%;font-family:"Georgia","serif"">: 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></p>

<p class="MsoNormal" style="margin-bottom:0.0001pt;text-align:justify"><span style="font-size:10.0pt;font-family:"Georgia","serif"">Additional
considerations that the editors view as positive additions to the formal
requirements are:</span></p>

<p class="MsoListParagraphCxSpFirst" style="margin:0in 0in 0.0001pt 0.25in;text-align:justify"><span style="font-size:10.0pt;font-family:"Georgia","serif"">1.<span style="font-size:7pt;font-family:'Times New Roman'">       </span></span><span style="font-size:10.0pt;font-family:"Georgia","serif"">Original work by junior
IS researchers that pushes into new approaches, theoretical grounding and
methodology.</span></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt 0.25in;text-align:justify"><span style="font-size:10.0pt;font-family:"Georgia","serif"">2.<span style="font-size:7pt;font-family:'Times New Roman'">       </span></span><span style="font-size:10.0pt;font-family:"Georgia","serif"">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></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt;text-align:justify"><span style="font-size:10.0pt;font-family:"Georgia","serif""> </span></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt;text-align:justify"><b><span style="font-size:10.0pt;font-family:"Georgia","serif"">Timetable          </span></b></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt 0.1in;text-align:justify"><span style="font-size:9.0pt;font-family:"Georgia","serif"">31 December 2012,
Deadline for article submission</span></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt 0.1in;text-align:justify"><span style="font-size:9.0pt;font-family:"Georgia","serif"">31 March, 2013 Reviews
returned to author</span></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt 0.1in;text-align:justify"><span style="font-size:9.0pt;font-family:"Georgia","serif"">30 July, 2013 Deadline
for final article submission</span></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt 0.1in;text-align:justify"><span style="font-size:9.0pt;font-family:"Georgia","serif"">31 October, 2013 Final articles
accepted</span></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt 0.1in;text-align:justify"><span style="font-size:9.0pt;font-family:"Georgia","serif"">31 December, 2013 Online
publication of Special Issue</span></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt 0.1in;text-align:justify"><span style="font-size:9.0pt;font-family:"Georgia","serif"">31 March, 2014 Print
publication</span></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt;text-align:justify"><b><span style="font-size:10.0pt;font-family:"Georgia","serif""> </span></b></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt;text-align:justify"><b><span style="font-size:10.0pt;font-family:"Georgia","serif"">Submission information</span></b></p>

<p class="MsoListParagraphCxSpMiddle" style="margin:0in 0in 0.0001pt;text-align:justify"><span style="font-size:9.0pt;font-family:"Georgia","serif"">Detailed
information on JIT and formatting requirements: </span><a href="http://www.palgrave-journals.com/jit/index.html"><span style="font-size:9.0pt;font-family:"Georgia","serif"">www.palgrave-journals.com/jit/index.html</span></a><span style="font-size:9.0pt;font-family:"Georgia","serif""></span></p>


<p class="MsoListParagraphCxSpLast" style="margin:0in 0in 0.0001pt;text-align:justify"><span style="font-size:9.0pt;font-family:"Georgia","serif"">Questions
about the Special Issue should be addressed to Special Issue Editor Gwanhoo Lee
(</span><a href="mailto:glee@american.edu"><span style="font-size:9.0pt;font-family:"Georgia","serif"">glee@american.edu</span></a><span style="font-size:9.0pt;font-family:"Georgia","serif"">). Papers for the Special
Issue should be submitted by email to </span><a href="mailto:JITedoffice@lse.ac.uk"><span style="font-size:9.0pt;font-family:"Georgia","serif"">JITedoffice@lse.ac.uk</span></a><span style="font-size:9.0pt;font-family:"Georgia","serif""> with the title of the Special Issue in the
Subject Line</span></p>
</div>