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<p class="MsoNormal">AMCIS 2015 Puerto Rico: Strategic and Competitive Use of Information Technology (SUIT) Track<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Track Chairs:<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">M. Adam Mahmood (<a href="mailto:mmahmood@utep.edu">mmahmood@utep.edu</a>), University of Texas at El Paso<o:p></o:p></p>
<p class="MsoNormal">Jack Becker (<a href="mailto:becker@unt.edu">becker@unt.edu</a>), University of North Texas<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Track Description <o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">With increasing success in the use of Strategic and Competitive Information Systems (SCIS) for generating business value and gaining competitive advantage, businesses are more and more interested in successful design, development, deployment,
and use of these systems. We solicit research manuscripts for any of the Mini-Tracks listed below under the Strategic and Competitive Uses of Information Technology (SUIT) track. The SUIT track will provide an opportunity for researchers and practitioners
to present their research on SCIS. This track has been one of the most successful tracks in the past 5 years in AMCIS. We look forward to participating in the AMCIS 2015 Conference in Puerto Rico.<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Tracks:<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal"> Strategic Information Systems Evaluation<o:p></o:p></p>
<p class="MsoNormal"> Timo K. Käkölä, University of Jyväskylä, Finland,
<a href="mailto:timokk@jyu.fi">timokk@jyu.fi</a><o:p></o:p></p>
<p class="MsoNormal"> Lorie Obal, Southern California Edison, <a href="mailto:lobal55@gmail.com">
lobal55@gmail.com</a><o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal"> Information Systems Strategy and Implementation
<o:p></o:p></p>
<p class="MsoNormal"> D. Lance Revenaugh, Montana Tech University,
<a href="mailto:LRevenaugh@mtech.edu">LRevenaugh@mtech.edu</a><o:p></o:p></p>
<p class="MsoNormal"> <o:p></o:p></p>
<p class="MsoNormal" style="text-indent:.5in">Impact of IT on Strategic Innovation & Competitive Advantage<o:p></o:p></p>
<p class="MsoNormal" style="text-indent:.5in">Abhishek Kathuria, The University of Hong Kong,
<a href="mailto:kathuria@hku.edu">kathuria@hku.edu</a><o:p></o:p></p>
<p class="MsoNormal" style="text-indent:.5in">Terence Saldanha, Washington University,
<a href="mailto:terence.saldanha@wsu.edu">terence.saldanha@wsu.edu</a><o:p></o:p></p>
<p class="MsoNormal" style="text-indent:.5in">Jiban Khuntia, University of Colorado Denver,iban.khuntia@ucdenver.edu<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal"> Strategic and Competitive Applications of Cloud Computing<o:p></o:p></p>
<p class="MsoNormal" style="margin-left:.5in;text-indent:-.5in"> Aurelia Donald, The University of Texas at El Paso,
<a href="mailto:andonald@utep.edu">andonald@utep.edu</a>; <o:p></o:p></p>
<p class="MsoNormal" style="margin-left:.5in">Fernando Parra, University of Texas at El Paso,
<a href="mailto:parra@utep.edu">parra@utep.edu</a>; <o:p></o:p></p>
<p class="MsoNormal" style="margin-left:.5in">Faruk Arslan, The University of Texas at El Paso,
<a href="mailto:farslan@utep.edu">farslan@utep.edu</a><o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal"> IT Governance and Enterprise Architectures <o:p>
</o:p></p>
<p class="MsoNormal"> Edimara M. Luciano, Pontifical Catholic University of Rio Grande do Sul,
<a href="mailto:eluciano@pucrs.br">eluciano@pucrs.br</a><o:p></o:p></p>
<p class="MsoNormal"> Matthias Goeken, University of Applied Sciences of Deutsche Bundesbank,
<a href="mailto:matthias.goeken@bundesbank.de">matthias.goeken@bundesbank.de</a><o:p></o:p></p>
<p class="MsoNormal"> Carsten Felden, TU Bergakademie Freiberg, <a href="mailto:carsten.felden@bwl.tu-freiberg.de">
carsten.felden@bwl.tu-freiberg.de</a><o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track: Strategic Information Systems Evaluation<o:p></o:p></p>
<p class="MsoNormal">Mini-Track Co-Chairs: Timo K. Käkölä, University of Jyväskylä, Finland,
<o:p></o:p></p>
<p class="MsoNormal">Lorie Obal, Southern California Edison, USA<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track Description<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Problems with information systems (IS) include overly lengthy development times, high implementation and maintenance costs and disappointing returns on investments. Evaluation of information systems is increasingly important due to high
stakes in information systems (IS) dependence, cost and return on investment (ROI). IS evaluation is challenging due to factors of IS complexity and difficulties in defining meaningful measures that account for socio-technical issues and unpredictable IS benefits.
Moreover, IS evaluation research often focuses on the organizations and end users deploying information systems. Yet, information systems are increasingly designed and used in complex ecosystems where all stakeholders, including vendor organizations and their
employees, are expected to create value for themselves, their clients, and the ecosystems while minimizing waste. IS evaluation methods and their relevant combinations that enable all relevant stakeholders to measure and create value as well as minimize waste
together in the ecosystems are especially important for tackling the root causes of problems such as budget and schedule overruns and lower than expected ROI. For example, functional size measurement is a well-known methodology that both vendors and clients
can use for pricing IS development and maintenance projects in $/function point, evaluating the earned value in the projects by the number of function points delivered to clients, and assessing the quality of information systems and making investment decisions
to improve quality (e.g., the number of defects per function point). Other methodologies are also of interest.<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Call for Papers<o:p></o:p></p>
<p class="MsoNormal">This mini-track will focus on Information Systems Evaluation with a goal of identifying factors to help measure, justify, and steer IS development and deployment initiatives, including investment decisions. The objective of this track is
to publish research on concepts, methods, frameworks and case studies in IS evaluation.<o:p></o:p></p>
<p class="MsoNormal">Topics of interest include but are not limited to:<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in"><span style="font-family:Symbol">·</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>IS evaluation methods for facilitating the co-creation of value and the elimination of waste by all relevant stakeholders (e.g., strategic product line roadmapping, requirements prioritization, and release management)
<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in"><span style="font-family:Symbol">·</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Methods for pre and post IS deployment appraisal <o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in"><span style="font-family:Symbol">·</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Qualitative and Quantitative Evaluation Methods <o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in"><span style="font-family:Symbol">·</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Capital Budgeting and Financial Appraisal of IS Investments <o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in"><span style="font-family:Symbol">·</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Socio-technical aspects of appraisal methods <o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in"><span style="font-family:Symbol">·</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Organizational, Political, Cultural, Legal, Regulatory, and other barriers to IS evaluation<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in"><span style="font-family:Symbol">·</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Macro-economic, Industry-wide, or Ecosystem-specific Assessment of IS <o:p>
</o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in"><span style="font-family:Symbol">·</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>IS ROI measures <o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in"><span style="font-family:Symbol">·</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Cost/Benefit and Risk Analyses and Management of integrated enterprise systems or applications
<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in"><span style="font-family:Symbol">·</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Empirical studies are also solicited, which evaluate specific types of IS such as:
<o:p></o:p></p>
<p class="MsoListParagraph" style="margin-left:1.0in;text-indent:-.25in"><span style="font-family:"Courier New"">o</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Collaborative Systems <o:p></o:p></p>
<p class="MsoListParagraph" style="margin-left:1.0in;text-indent:-.25in"><span style="font-family:"Courier New"">o</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Customer Relationship Management Systems<o:p></o:p></p>
<p class="MsoListParagraph" style="margin-left:1.0in;text-indent:-.25in"><span style="font-family:"Courier New"">o</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Decision Support Systems<o:p></o:p></p>
<p class="MsoListParagraph" style="margin-left:1.0in;text-indent:-.25in"><span style="font-family:"Courier New"">o</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>eLearning systems<o:p></o:p></p>
<p class="MsoListParagraph" style="margin-left:1.0in;text-indent:-.25in"><span style="font-family:"Courier New"">o</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Enterprise Systems<o:p></o:p></p>
<p class="MsoListParagraph" style="margin-left:1.0in;text-indent:-.25in"><span style="font-family:"Courier New"">o</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Healthcare Information Systems<o:p></o:p></p>
<p class="MsoListParagraph" style="margin-left:1.0in;text-indent:-.25in"><span style="font-family:"Courier New"">o</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Knowledge Management Systems <o:p></o:p></p>
<p class="MsoListParagraph" style="margin-left:1.0in;text-indent:-.25in"><span style="font-family:"Courier New"">o</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Project (Portfolio) Management Systems<o:p></o:p></p>
<p class="MsoListParagraph" style="margin-left:1.0in;text-indent:-.25in"><span style="font-family:"Courier New"">o</span><span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Product Lifecycle Management Systems<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track: Information Systems Strategy and Implementation
<o:p></o:p></p>
<p class="MsoNormal">Mini-Track Chair: D. Lance Revenaugh, Montana Tech University<o:p></o:p></p>
<p class="MsoNormal"> <o:p></o:p></p>
<p class="MsoNormal">Mini-Track Description<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Unquestionably, information systems (IS), along with its supporting information technology (IT), continue to increase in importance in nearly all organizations. As organizations scramble to develop and apply IT in new ways, the need to
identify and implement an IS strategic plan becomes increasingly critical.<o:p></o:p></p>
<p class="MsoNormal">To date, however, implementations of IS strategies have not had high success rates. Though this has been true for years, much continues to be published on how to develop an IS strategy. Comparatively little research focuses on implementation.
It is the purpose of this mini-track to focus on ways in which organizations effectively implement IS/IT strategies in their organizations.
<o:p></o:p></p>
<p class="MsoNormal">Topics of interest include but are not limited to: <o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Implementation issues considered during strategy development <o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Integration of IT planning and strategy with business strategy<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Enablers of and/or inhibitors to IS Strategy success<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Implementation of any organizational strategy that is significantly impacted by IS/IT<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Research, case studies, empirical studies of IS/IT Strategy implementation
<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track: Impact of IT on Strategic Innovation & Competitive Advantage<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track Co-Chairs: Abhishek Kathuria, University of Hong Kong,
<a href="mailto:kathuria@hku.edu">kathuria@hku.edu</a><o:p></o:p></p>
<p class="MsoNormal">Terence Saldanha, Washington State University, <a href="mailto:terence.saldanha@wsu.edu">
terence.saldanha@wsu.edu</a><o:p></o:p></p>
<p class="MsoNormal">Jiban Kuntia, University of Colorado Denver, <a href="mailto:jiban.khuntia@ucdenver.edu">
jiban.khuntia@ucdenver.edu</a><o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track Description<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">IT is emerging as a vital element in enabling innovations in strategy, business models and management practice. Several examples affirm the importance of exploring the impact of IT on strategic innovation. For example, IT has enabled new
business models for firms such as Amazon, Netflix, Uber and Airbnb. IT has facilitated service-oriented innovations in communication services, such as providing audio, video, interactive and social modes of communication through mobile Apps and other tools
such as WeChat and WhatsApp. IT has enabled the emergence and sustained success of new business models based around the sharing economy and crowdsourcing (e.g., Agarwal et al. 2010; Rai and Sambamurthy 2006). IT has facilitated new innovations in digitized
access and delivery of services and goods. Furthermore, IT has enabled information access and exchange in several sectors, including health care, education and travel. Likewise, IT can also facilitate new product and service development via its capabilities
to enhance knowledge creation (e.g., Kleis et al. 2012). These business model innovations, IT-enabled service-oriented innovations, digitized product and process innovations and associated information capabilities are the result of strategic innovation at
the firm level. Thus, IT enabled strategies have emerged as a business imperative to foster innovation and competitive strategy in recent times.<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Call for Papers<o:p></o:p></p>
<p class="MsoNormal">Despite the developments in practice around the role of IT in enabling several forms of innovation and innovative strategies, literature examining the role of information systems in this process is sparse. This mini-track solicits studies
that examine the nuances associated with leveraging information technology for strategic innovation. Although the focus is on studies at the firm level, studies at the individual, team, group, or industry levels are also welcome. The main focus of the studies
would be to explore how IT enables any or several innovative strategies for firm performance. This mini-track serves as a venue for a wide range of research methodologies, including empirical, case study, conceptual and simulation research.
<o:p></o:p></p>
<p class="MsoNormal">Topics of interest include but are not limited to:<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>How IT-enabled strategies lead to firm performance. <o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>How IT strategy and firm strategy interact to result in value creation for firms.<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Different facets of IT-enabled innovative strategies: IT-enabled service innovation, IT-enabled business innovation, IT-enabled business model innovation, and IT-enabled co-innovation.<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Role of IT to manage, augment, or shape innovation.<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Role of IT in new product development and process innovation.<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track: Strategic and Competitive Application of Cloud Computing
<o:p></o:p></p>
<p class="MsoNormal">Mini-Track Chairs: Aurelia Donald, The University of Texas at El Paso,
<a href="mailto:andonald@utep.edu">andonald@utep.edu</a>; <o:p></o:p></p>
<p class="MsoNormal">Fernando Parra, The University of Texas at El Paso, <a href="mailto:parra@utep.edu">
parra@utep.edu</a>; <o:p></o:p></p>
<p class="MsoNormal">Faruk Arslan, The University of Texas at El Paso, <a href="mailto:farslan@utep.edu">
farslan@utep.edu</a><o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track Description<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Cloud computing provides the opportunity for strategic and competitive advantages by providing benefits such as high and rapid scalability, fault-tolerant services, and low-cost computing to the consumers and low maintenance cost to the
providers. Despite the benefits, cloud computing users are concerned about security and privacy issues such as data leakage, and cloud computing infrastructure tampering.
<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Call for Papers<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">This mini-track invites researchers who explore the strategic and competitive application of cloud computing to submit empirical, theoretical, conceptual, and case-based research studies.
<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Topics of interest include, but are not limited to:<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Strategic Applications of Cloud Computing <o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Mobile Cloud Computing<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Data Management in Cloud Computing<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Factors Facilitating the Adoption of Cloud Computing.<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Economics of Cloud Computing<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Marketing Strategies for Cloud Computing services<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Security and Privacy for Cloud Computing services<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Cloud Computing Services Assessment Methodologies<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>New Business Models for Cloud Computing.<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Legal Framework for Cloud Computing Services.<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Cloud Computing as a Form of “Green Computing”.<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Using Cloud computing as a part of an organization’s competitive strategy<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track: IT Governance and Enterprise Architectures<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track Chairs: Edimara M. Luciano, Pontifical Catholic University of Rio Grande do Sul,
<a href="mailto:eluciano@pucrs.br">eluciano@pucrs.br</a><o:p></o:p></p>
<p class="MsoNormal">Matthias Goeken, University of Applied Sciences of Deutsche Bundesbank,
<a href="mailto:matthias.goeken@bundesbank.de">matthias.goeken@bundesbank.de</a><o:p></o:p></p>
<p class="MsoNormal">Carsten Felden, TU Bergakademie Freiberg, <a href="mailto:carsten.felden@bwl.tu-freiberg.de">
carsten.felden@bwl.tu-freiberg.de</a><o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Mini-Track Description<o:p></o:p></p>
<p class="MsoNormal">In a context of a stronger relationship between IT and business, IT governance is a way to establish transparent control mechanisms that can drive and monitor the alignment of business and IT, company and IT performance as well the desirable
behavior related to IT use. The literature and the organizations’ day-by-day show various concepts or statements on IT Governance. Regardless of that, the IT governance approach involves some aspects, e.g.: a) the way that the company board manages IT; b)
the decision making related to investments and the concern about their return; c) the effective use of IT resources; d) the decision rights specification and the definition of roles and responsibilities; e) the focus on comprehension and meeting the organizational
necessities; f) the study of what organizational arrangement is more adequate to better support the organizational goals related to IT; g) the alignment between IT governance and corporate governance objectives.<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">There is a common point among the various viewpoints or approaches on IT Governance, namely the IT decision making. Provided that IT has an important role, IT decisions have an impact in the whole organizational environment. Therefore,
having decision-making systematized processes is important to increase the effectiveness of the process. It involves IT infrastructure and architecture on the premise that IT is expensive and fast changing. It is essential that the enterprise architecture
be a long term one and provide a background to the business for a long time. It also involves the development, adoption, and use of IT, which should reflect the strategic positioning of the company.<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">The frameworks of IT governance have no unique prescription. It is a set of processes to each organization because of the business context and intrinsic factors such as culture, leadership style, values and goals. Therefore, IT governance
must be from the organization and to the organization, without a restrictive view that it refers exclusively to IT.
<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">Call for Papers<o:p></o:p></p>
<p class="MsoNormal">In this context, this minitrack has the intention to discuss the relationships among these issues by gathering conceptual, empirical or research in progress to show how and why the phenomenon occurs on a day-to-day basis in terms of structure,
processes, strategies, relational mechanisms, and people involved, such as the subjects cited below:<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>IT governance models, including the results of adoption of different models in organizations;<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Enterprise architectures aiming a long term IT;<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Investments decision making and return on investments;<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Definition of roles and responsibilities, including the results of their adoption;<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Relationship among IT governance and architecture, strategic alignment, Corporate Governance and the comprehension of the organizational necessities;
<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Relationship with risk management, outsourcing and Information Security;<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Cultural aspects and their relationships with IT governance practices or mechanisms;<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>IT Governance practices effectiveness;<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>IT strategy and impact on IT governance and architecture;<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>The role of stakeholders, shareholders and CIOs in the process of IT governance practices adoption and architecture;
<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Best practice and frameworks like COBIT, ITIL, ISO 38.000, TOGAF;<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>Case studies which help to understand current practices in companies governing their IT;<o:p></o:p></p>
<p class="MsoListParagraph" style="text-indent:-.25in">•<span style="font-size:7.0pt;font-family:"Times New Roman","serif"">
</span>New methods, practices, models and approaches in the realm of IT governance and enterprise architecture.
<o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal">The mini-track will discuss the state of the art of methodological support, current practices, and related IT governance topics with a holistic focus and will debate new approaches to support IT governance. In addition, it is intended to
analyze new challenges and empirical findings concerning the mentioned topics. <o:p>
</o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
<p class="MsoNormal"><b><span style="font-size:12.0pt;font-family:KaiTi;color:black">Faruk Arslan<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family:KaiTi;color:black">Department of Accounting and Information Systems | College of Business | The University of Texas at El Paso<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family:KaiTi"><a href="http://business.utep.edu/faculty/profiles/arslan/"><span style="color:blue">http://business.utep.edu/faculty/profiles/arslan/</span></a></span><span style="font-family:KaiTi;color:black"> |
</span><span style="font-family:KaiTi;color:#555555;background:white"><a href="http://www.linkedin.com/pub/faruk-arslan/6/1a1/913"><span style="color:blue">www.linkedin.com/pub/faruk-arslan/6/1a1/913</span></a></span><o:p></o:p></p>
<p class="MsoNormal"><o:p> </o:p></p>
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