Perspectives on Digital Sustainability

This habilitation thesis presents perspectives on digital sustainability, a novel concept connecting digitalization with sustainability. It explains why digital artifacts such as software or data have to meet technical characteristics of quality, transparency, semantics and multiple locations in order to serve society in the long term. However, these requirements are just necessary but not sufficient preconditions to consider digital artifacts sustainable. Their associated ecosystem of businesses, governments, and individuals must also meet the legal and organizational characteristics of open license, shared tacit knowledge, participation, good governance, and diversified funding. And, finally, sustainable digital artifacts must lead to ecological, societal and economical benefits. This thesis statement is discussed in the introductory chapter of the habilitation. It connects and summarizes 13 refereed publications clustered in five perspectives on digital sustainability: In the first perspective, the path of defining the concept of digital sustainability is summarized. This part starts with a publication that introduced an initial set of characteristics for digital sustainability (Stuermer, 2014). The following article connects digital sustainability with digital preservation (Stuermer and Abu-Tayeh, 2016). These studies have eventually led to an extended publication in a sustainability journal elaborating the basic conditions of digital sustainability in detail (Stuermer et al., 2017a). The second perspective includes recent publications on open source software (OSS) research scrutinizing how patterns of digital sustainability are applied within the software development industry. One publication analyzes feature requests within the Eclipse OSS community (Heppler et al., 2016). The following article develops a maturity model of Inner Source, a special form of OSS development practices in an organization (Eckert et al., 2017). And one study in a computer science journal addresses different types of OSS governance by comparing independent and joint communities (Eckert et al., 2019). The next perspective focuses on the procurement of information technology (IT) which involves critical topics of knowledge management and governance related to digital sustainability. Analyzing data crawled from the Swiss public procurement platform Simap.ch exposes lock-in effects, outsourcing decisions as well as multisourcing within the software industry. One article in this perspective introduces the methodology and the dataset pointing out the high level of direct awards within the IT sector (Stuermer et al., 2017b). Another publication tests hypotheses on contract choice in regard to knowledge specificity and task scope (Krancher and Stuermer, 2018a). And one study explains multisourcing decisions using a large dataset on public procurement of IT in Switzerland (Krancher and Stuermer, 2018b). The subsequent perspective highlights open data and linked data as another form of sustainable digital artifacts. One publication proposes a framework permitting the measurement of the impact of open data (Stuermer and Dapp, 2016). Another article introduces linked open government data (LOGD), a kind of graph-structured open data stored in different kinds of platforms (Hitz-Gamper et al., 2019). The final perspective extends the phenomenon of open data into the area of governmental services. By linking the concepts of public governance and open government one article shows how transparency and participation are achieved with digital tools (Stuermer and Ritz, 2014). Another publication includes an empirical analysis of the FixMyStreet open government platform in Zurich called “Züri wie neu” using open data and a user survey to identify the motivation of citizens using this digital tool (Abu-Tayeh et al., 2018)

An Analysis of IT Sourcing Practices: Identification and Exploration of Cultural Distance as a Key Factor in IT Outsourcing Engagements

Information technology outsourcing (ITO) can be defined as “the commissioning of a third party (or a number of third parties) to manage a client organization’s IT assets, people, and/or activities […] to required results” (Fitzgerald and Willcocks, 1994). It has been a pivotal topic on Chief Information Officers’ (CIO) agendas ever since Eastman Kodak’s decision to hand over their information systems function to IBM, DEC, Anderson Consulting, and Businessland in 1989. Never before had such a wellknown company that considered IT as a strategic asset handed over responsibility for it to an external partner (Applegate, 1992). The deal showed that ITO can constitute an alternative to managing complex Information Technology (IT) systems in-house (Kern and Willcocks, 2000) and subsequently led executives across different industries to follow suit and sign large contracts worth multiple hundred million dollars. The “Kodak effect” served as a starting point to what would become an important strategic matter for IT managers to consider (Caldwell, 1994). 30 years later, ITO has developed into a common practice for organizations of all sizes, industries, and geographies (Qi and Chau, 2013). Over the course of three decades, practitioners have come to appreciate ITO especially for its advantages in terms of cost, flexibility, and the possibility to capitalize on external capabilities (Martins et al., 2015; Schneider and Sunyaev, 2016). Today, virtually every Fortune 500 company2 and many large public institutions outsource a significant portion of their IT services (Patil and Wongsurawat, 2015). As a consequence, an entire global industry has evolved around ITO, with annual growth rates of around 10% and an estimated market size of around 320 billion US dollars in 2015 (Faisal and Raza, 2016). The increasing relevance of ITO in practice has also attracted considerable research that has explored various aspects of outsourcing, including common motivations, outcomes, success factors, benefits, and risks (Dibbern et al., 2004; Gonzalez et al., 2006; Lacity et al., 2009; Lacity et al., 2010; Lacity et al., 2016; Liang et al., 2015). Notwithstanding its three decades of existence, however, ITO remains a dynamic phenomenon that is subject to the ongoing rapid developments in the economic and societal environment in which it is embedded. Major developments in the field of IT, particularly the ever-progressing digitalization and the rise of IT-centered and -enabled business models (Bughin et al., 2019; Harvey Nash/KPMG, 2018; Legner et al., 2017), require adequate consideration in IT sourcing decision-making

Information Systems Offshoring—A Literature Review and Analysis

IS offshoring has become one of the most discussed phenomena in IS research and practice. Particularly due to its rapid evolvement, current research on IS offshoring lacks a consolidated view on existing results. The article at hand seeks to meet this need by systematically reviewing and analyzing prior academic literature on IS offshoring. Based on a review of top-ranked IS and management journals as well as IS conference proceedings, we compile an exhaustive bibliography of ninety-six publications solely focusing on IS offshoring from a (project) management perspective. To adequately address the immense diversity of these publications, a multi-perspective research framework consisting of three perspectives, namely, research focus, research approach, and reference theory, is introduced and forms the basis for our literature analysis. The analysis results confirm the appropriateness of our framework and reveal directions for future research along the framework perspectives: Most importantly, in an effort to increase the significance and the trustworthiness of their results, researchers should apply a more theory-driven approach and provide a better description of their research context. Moreover, future research needs to pay particular attention to the pre-implementation stages of an IS offshoring initiative as well as the special nature of nearshoring and captive offshoring. Across all project stages, researchers should not only concentrate on the client point of view but incorporate multiple points of view

Retained Organizations in IT Outsourcing - Linking Organization Design to Outsourcing Management Problems

IT outsourcing is a strategic option which enables companies to focus on their core competencies. Over time however, many outsourcing arrangements suffer from severe problems. While the design of retained organizations is generally seen as a critical element, there is hardly any empirical evidence on how the choice of the organizational setup is linked to the occurrence of outsourcing management problems later on. In this work, a quantitative study across various outsourcing arrangements is used to identify the key outsourcing management problems and their interdependency with organizational attributes of retained organizations. It is shown that the key problems differ by outsourcing degree, and critical organizational attributes for each of these problems are unveiled. The paper’s objective is to enhance the design of retained organizations to enable more mature and successful outsourcing solutions as well as to provide foundations for future IS research

The Interplay of IT Governance Mechanisms, Value and Performance: The Case of Cloud Computing Investment

Background: Digital acceleration coupled with unprecedented work disruption (e.g., a Pandemic) have amplified the need for mature IT governance practices to generate planned value from organizations\u27 digital investments. Although the pairwise relationship between mature governance practices, value derived from IT investments, and organizational performance have been examined previously, all three have rarely been simultaneously investigated. Therefore, this paper examines the role of value in the relationship between IT governance mechanisms and organizational performance. Method: A research model that comprehensively conceptualizes the governance mechanism construct is developed and validated. The model is examined using data collected from 250 United States organizations that have invested in cloud computing for over a year. Results: The results reveal that the value generated from an IT investment is germane to understanding the relationship between governance mechanisms and organizational performance. Specifically, the result explains that governance mechanisms help improve organizational performance through cost reduction in IT services, create agility through flexibility in technology service, strengthen IT security and privacy, and effectively redirect IT resources. The results show the more critical role of the relational mechanism and practices related to IT security and privacy in the cloud computing context. Conclusion: The study contributes to IS literature by providing a more unified conceptualization of governance mechanisms and theoretically establishing the importance of governance in effectively governing cloud computing. By providing a guideline to help organizations achieve more value from cloud computing, the study provides implications for practice. The findings empirically show the relational mechanism has the most critical role in creating value from cloud computing. The governance practices help bridge the gap between business and IT, gradual transformative change in the roles and responsibilities, control cloud expenses, security and privacy risks. The findings show that competency is more likely to be achieved from cloud computing investment