[AISWorld] AMCIS 2022 CFP Track: Strategic & Competitive Uses of Information and Digital Technologies (SCUIDT)

[Lazar Rusu]

*AMCIS 2022 CFP Track: Strategic & Competitive Uses of Information and 
Digital Technologies (SCUIDT)***

CFP Track: Strategic & Competitive Uses of Information and Digital 
Technologies (SCUIDT)

https://amcis2022.aisconferences.org/submissions/track-descriptions/#toggle-id-20

*AMCIS 2022*
Minneapolis
August 10-14, 2022
https://amcis2022.aisconferences.org/

*Important Dates**:*

· January 21, 2022: Manuscript submissions begin

· March 1, 2022: Completed research and ERF submissions are due at 5pm EST

· April 15, 2022: Workshop, panel, TREO and PDS submissions are due at 
5pm EST

*Track Description:*

With the increasing success of strategic and competitive use of 
information and digital technologies (SCUIDT) in generating business 
value and gaining competitive advantage, businesses are even more 
interested in the successful design, development, and deployment of 
systems for these technologies. The need for speed, efficiency, agility, 
and mobility continues to place IDT into the forefront of organizational 
strategies and tactics. Furthermore, the timely use of increasingly 
valuable big data analytics is driving demand for data scientists in all 
related fields. Submissions to the Strategic & Competitive Uses of 
Information and Digital Technologies (SCUIDT) track may include complete 
papers and research-in-progress (ERF). Papers can be conceptual, 
theoretical, or empirical research or case studies. Any research that 
focuses on the strategic and competitive use of information and digital 
technologies will find a home in this track.

Track Chairs:
Jack D. Becker, University of North Texas (retired), jack.becker at unt.edu
Lazar Rusu, Stockholm University, lrusu at dsv.su.se

*Minitracks:*

*Impact of Information and Digital Technologies on Strategic Innovation 
& Competitive Advantage*

Strategic innovation is an established driver of competitive advantage. 
Information and digital technologies (IDT) are vital elements in 
facilitating innovations in strategy, business models, and management 
practice. Thus, IT and digital capabilities, and associated IDT-enabled 
capabilities and strategies have emerged as a business imperative to 
foster strategic innovation and realize resultant performance gains in 
recent times. Despite developments in practice wherein several forms of 
innovation and innovative business strategies are enabled by IDT, 
literature examining the role of information and digital technologies in 
this process is sparse. This mini-track solicits studies that examine 
nuances associated with leveraging information and digital technologies 
for a variety of forms of innovation, competitive advantage, and 
performance. Papers in this mini-track would explore how IDT enables any 
or several innovative strategies for firm performance. Although the 
focus is on studies at the firm level, studies at the individual, team, 
group, or industry levels are also welcome.

Abhishek Kathuria, abhishek_kathuria at isb.edu
Terence Saldanha, terence.saldanha at uga.edu
Jiban Khuntia, jiban.khuntia at ucdenver.edu

*The Affordance Perspective of Digitalization: Strategic Implications**
*Traditionally, affordance research has been focused on the individual 
use of technologies. More recently, affordance research has diversified 
towards investigating digital technologies and platforms in the 
strategic development of product and service innovation as well as in 
social innovation and environmental impact. Researchers have also 
examined how the underlying affordances of digital technologies and 
platforms have influenced their success and rapid adoption. However, 
current affordance literature does not adequately explain complexities 
involved in emerging innovation contexts, or how affordance theory can 
be used as a lens in the context of emerging forms of digital innovation 
to meaningfully capture these complexities. For example, research in 
entrepreneurship focuses on affordances that are both digital and 
spatial in nature and this allows for capturing complexity in both the 
components and the locus of innovation. This mini-track calls for a 
similar of research is required in the IS discipline.

Arman Sadreddin, arman.sadreddin at concordia.ca 
<mailto:arman.sadreddin at concordia.ca>
Suchit Ahuja, suchit.ahuja at concordia.ca

*Digitization and IT-enabled capabilities**
*While IT and digitization are relevant factors in firm success, firms’ 
ability to synthesize information and knowledge is becoming of greater 
salience in shaping firm performance and innovation. In the present era 
of breakthroughs in computing capabilities of IT systems, firms must 
explore avenues for gaining strategic advantage through improved 
information management. Digitization, manifested through different 
IT-enabled capabilities such as IT-enabled Information Management 
Capability (IMC), enables firms to respond to rapidly changing market 
needs, provides resourceful information for better decision making, 
facilitates flexibility to fulfill more customers’ needs, and enables 
digital innovation. The recent pandemic is not only testing the existing 
business models but also acting as a catalyst for innovative 
applications of IT and digital technologies in businesses. The 
challenges and IT enabled solutions during these testing times have the 
potential to change the way businesses utilize IT enabled capabilities.

Bidyut Hazarika, bidyut.hazarika at wmich.edu 
<mailto:bidyut.hazarika at wmich.edu>
Utkarsh Shrivastava, utkarsh.shrivastava at wmich.edu
Mariana Andrade-Rojas, andrade at uga.edu**

**

*Strategic Impact of Digitized Products**
*The digital transformation of the business environment has been keeping 
companies and economies in a constant challenge over the last years. In 
this rapid internal and external transformational process, digitized 
products and services are becoming increasingly important to achieve and 
maintain competitive advantage. The combination of physical and digital 
components, their interdependencies, and the resulting potentials on an 
organizational and environmental level enable companies to innovate 
their products, processes, and even whole business models. Due to the 
importance and topicality of these issues, relevant and future-oriented 
research in digitized products and services is of tremendous 
significance. Consequently, there is a strong need for additional 
insights into the strategic impact of digitized products and services on 
businesses processes and models, how to achieve and maximize their 
impact, and finally, how to uncover opportunities and challenges offered 
by digitized products and services.

Katja Bley, katja.bley at tu-dresden.de
Christian Leyh, christian.leyh at tu-dresden.de
Marko Ott, marko.ott at tu-dresden.de

*IT Governance and Business-IT Alignment in the Era of Digital 
Transformation**
*Digital technologies play a crucial role in today successfully 
competing companies. This role calls for a specific focus on IT 
governance in order to achieve business value from digital investments. 
On the other hand, business-IT alignment continues to be essential for 
organizations due to the strategic benefits brought to organizations and 
the contribution to the improvement of their performance. Today’s 
organizations are engaged in a digital transformation journey in order 
to create business value. This requires the organization’s management to 
focus on having an effective IT governance in their organization. In the 
era of digital transformation, we noticed that the research in IT 
governance and business-IT alignment has continued to grow and there is 
still a need to explore new insights into the theories and practices in 
this research topic.

Parisa Aasi, parisa at dsv.su.se <mailto:parisa at dsv.su.se>
Gianluigi Viscusi, gianluigi.viscusi at epfl.ch
Steven De Haes, steven.dehaes at uantwerpen.be

*Renewed Focus on IT Deliverables: Strategic IT Service Management 
(ITSM) Metrics**
*ITSM is a customer-focused approach to delivering IT in the present-day 
corporation. ITSM can strengthen customer relationships, enhance 
customer understanding of the services provided, and consistently 
deliver customer value. Although ITSM is not new (origins in Information 
Technology Infrastructure Library [ITIL]), it is regaining importance as 
CIOs struggle to increase the relevance of IT to both its internal and 
external customers. ITSM-oriented leaders generally employ a framework 
that defines the relationships of IT technical resources to the services 
demanded by their users and defines the basic business services that 
they provide. Rigorously employed service terminology (ITIL, Version 4) 
clarifies the service to both the customer and the service provider, 
delineating service offerings, service features, providers, limitations, 
exclusions, eligibility, duration, cost, and service levels. This 
mini-track also involves theoretical approaches to providing strategic 
IT services, alignment of IT service deliverables with the corporate 
strategic plan, and best practices.
Besides traditional concepts in ITSM, this mini-track also focuses on 
three following research.
* ITSM and AI: Artificial intelligence (AI) is fast becoming part of 
many business processes, and ITSM is no exception.
* ITSM and Cloud: It involves Cloud-Based ITSM and also using ITSM best 
practices to optimize cloud usage.
* ITSM and Covid-19: To understand the state of ITSM during and after 
the pandemic.

Ahmad Alibabaei, babaei at gmail.com
Naoum Jamous, naoum.jamous at ovgu.de

*General: All Other Strategic & Competitive Uses of Information and 
Digital Technologies Topics**
*Studies related to the strategic and competitive uses of information 
and digital technologies that are not easily classified into one of the 
above mini-tracks will find a potential home here. This mini-track 
welcomes both theoretical and practice-oriented studies at the firm, 
individual, team, group, or industry level. This general category 
mini-track serves as a venue for the broadest possible range of research 
methodologies, including empirical, case study, conceptual, and 
simulation models

Matthias Goeken, matthias.goeken at bundesbank.de 
<mailto:matthias.goeken at bundesbank.de>