Enterprise App Stores for Mobile Applications - Development of a Benefits Framework

Mobile devices and apps have changed the way consumers perceive and use IT. As mobile apps are easy to use and to procure, they have begun to enter the corporate world “under the radar” outside of the control of the IT unit. Employees bring their own mobile devices (BYOD) and apps to do their work – which raises various problems. As a counter-measure, firms have launched BYOD programs and set up Enterprise App Stores (EAS) where their employees can install certified and licensed apps under the firm’s control. This paper aims to take a first step in scientifically exploring this new concept of EAS and exploratively develops a benefits framework which can serve as foundation for the conceptualization and empirical investigation of EAS value and adoption by future works

Organisational Capabilities Required for Enabling Employee Mobility through Bring- Your-Own-Device Concept

Background: Mobile device adoption is on the rise and people are increasingly using mobile devices as a part of their lives. Studies have shown that people can use mobile devices to perform their work duties from anywhere. Organisations are now exploring ways of enabling and supporting mobility for employees’ mobile devices, including BYOD (Bring-Your-Own-Device) policies. Objective: The objective of this study is to identify the main capabilities required for enterprise mobility. Methods/Approach: This qualitative research study presents empirical results based on interviews with selected senior IS managers of large organizations. Results: The main findings of this study suggest that information security and mobile device management are among the main capabilities required for enterprise mobility. Conclusions: Enterprise mobility is an emerging field which has received very little research attention. More research in the field will help organisations make informed decisions on how to increase productivity, sales and efficiency while achieving employee satisfaction through enterprise mobility

Prevalent Business Models for the Apple App Store

Mobile applications, commonly known as apps, have become a significant line of business for IS commerce. There is an App for that! With this slogan Apple suggests that there is app out there for many uses and indeed for every circumstance within our everyday life. However, there is a lack of knowledge of what business models prevail in successfully developing and capitalizing an app. This paper aims to investigate prevalent business models. For this purpose, approximately 300 successful apps from the Apple App Store were analysed. Moreover, 10 semi-structured interviews were carried out with app developers who have successfully placed an app within the top charts of the Apple App Store. It is notable that content-driven apps entertaining users in combination with a \u27freemium\u27 or \u27in-app\u27 revenue model dominate the Apple app market. App developers clearly define their target group, specify their market cultivation, and try to avoid free apps

Toward an Ontology of Workarounds: A Literature Review on Existing Concepts

While workarounds are studied frequently in information systems research, a coherent and interrelated structure to organize the knowledge of the field is still missing. In this study, we provide a first step towards an ontology of workarounds in order to enable researchers to study the relationships among the core concepts. By identifying existing literature, we discover three gaps in workaround research: (1) lack of conceptual consensus, (2) fragmentation and (3) static perspective. To advance theory, we provide an overview of different types of workarounds that are frequently used in literature. Based on these findings we derive core concepts of workarounds that are used in literature and provide an ontology of workarounds

A conceptual model of intention to adopt BYOD among HCP in Pakistan

Healthcare facilities and manpower in Pakistan are a generally acute shortage, incompetent. congested and overburden which cannot meet the requirements of the people visiting these facilities. Medical sectors are progressively looking for portable solutions to meet their Information Technology (IT) needs.To identify Healthcare Professionals (HCP) intention in both adopting the Bring Your Own Device (BYOD) and concerns related to security and privacy of their devices, the researchers propose a conceptual model by integrating the Consumer Acceptance and Use of Information Technology Extending the Unified Theory of Acceptance and Use of Technology (UTAUT2) and Protection Motivation Theory (PMT) which would impact their behavior intention in both using the device and provide the good understanding of concerns about security and privacy of their devices

DRIVERS FOR THE ADOPTION OF MOBILE DEVICE MANAGEMENT IN ORGANIZATIONS

The diffusion of mobile devices rapidly increased in the last decade. Nowadays, smartphones are part of our daily lives, both with respect to private and professional use. This leads to several challenges for enterprises, like the trend to Bring Your Own Device or IT consumerization. IT executives are forced to ensure a high level of security, provide services for employees and support the enterprise productivity. In this context, several software solutions have been introduced to manage the mobile IT, one of which are mobile device management (MDM) systems. However, until now, there is a lack of research concerning possible factors that may influnce the adoption of MDM systems in enterprises. Based on the well-established Technology Organization Environment (TOE) Framework a model for MDM adoption in enterprises is constructed and tested using partial least squares structural equation modelling (PLS-SEM). Data was gathered by means of an online survey, in which 95 IT executives from German enterprises participated. Overall, it could be found that perceived security benefits, costs, firm-size, and the BYOD culture significantly influnce MDM adoption, while regulations, business partners, employees´ innovativeness with IT and the amount of mobile device usage have no significant influnce

ON THE EMERGENCE OF SHADOW IT - A TRANSACTION COST-BASED APPROACH

Information Technology (IT) used for business processes is not only provided by the organization´s IT department. Business departments and users autonomously implement IT solutions, which are not embedded in the organizational IT service management. This increasingly occurring phenomenon is called Shadow IT. The various opportunities and risks of Shadow IT challenge organizations and call for approaches to manage the phenomenon. An initial point to achieve measurable indications for the management is to explain why Shadow IT emerges. Therefore, this paper explores the business decision to implement Shadow IT. Based on existing research we derive that Shadow IT is created after a make-or-buy decision, which is substantiated in the Transaction Cost Theory. We deploy a triangulation approach using the methods expert interviews and multiple-case study to investigate Shadow IT emergence. Our findings identify prohibitive transaction costs in the exchange relation between business and IT departments, influnced by misalignment, as the main explanation. We conclude that the principles of Transaction Cost Theory may be applied to develop governance structures for managing Shadow IT. This strengthens the link between IT Governance and Business IT Alignment and expands the understanding of business integration within the IT domains of an organization

Factors driving employee participation in corporate BYOD programs: A cross-national comparison from the perspective of future employees

As individuals all around the world increasingly use mobile devices in their daily life, their desire to use the same devices in the workplace continuously grows. In response, organizations are more and more allowing their employees to use their own devices for both business and private purposes and offer so called ‘Bring-your-own-Device’ (BYOD) programs. For organizations with global operations there is a need to examine the drivers of BYOD demand across different national cultures to assess how to develop a successful BYOD program. Based on recent literature on BYOD, we examine how different factors contribute to employees’ behavioural intention to participate in a BYOD program across different national cultures. The model was examined by surveying students from China, Germany and U.S. in their final term. The results show significant cross-cultural differences, particularly regarding the 'Perceived Threats'. Overall this study offers novel insights for cross cultural BYOD implementations

Causing factors, outcomes, and governance of Shadow IT and business-managed IT: a systematic literature review

Shadow IT and Business-managed IT describe the autonomous deployment/procurement or management of Information Technology (IT) instances, i.e., software, hardware, or IT services, by business entities. For Shadow IT, this happens covertly, i.e., without alignment with the IT organization; for Business-managed IT this happens overtly, i.e., in alignment with the IT organization or in a split responsibility model. We conduct a systematic literature review and structure the identified research themes in a framework of causing factors, outcomes, and governance. As causing factors, we identify enablers, motivators, and missing barriers. Outcomes can be benefits as well as risks/shortcomings of Shadow IT and Business-managed IT. Concerning governance, we distinguish two subcategories: general governance for Shadow IT and Business-managed IT and instance governance for overt Business-managed IT. Thus, a specific set of governance approaches exists for Business-managed IT that cannot be applied to Shadow IT due to its covert nature. Hence, we extend the existing conceptual understanding and allocate research themes to Shadow IT, Business-managed IT, or both concepts and particularly distinguish the governance of the two concepts. Besides, we find that governance themes have been the primary research focus since 2016, whereas older publications (until 2015) focused on causing factors

Justifications for the Implementation of Shadow IT Solutions by Functional Departments in an Organisation

Background: The implementation of information technology (IT) solutions by end-users, while bypassing organisational laid-down IT acquisition and implementation processes and controls, poses a significant challenge for most organisations. This phenomenon, which is known as Shadow IT (SIT), has major financial, legal and security implications for the organisation. Studies indicate that even when organisations implement IT policy to minimise the implementation of SIT, end-users may still find innovative ways to bypass the IT department when implementing unsanctioned software. Purpose of the research: The objective of this study was to investigate how end-users (functional departments) who implement SIT in organisations justify their actions. The term Justification refers to the techniques employed by a social actor to indicate that their deviant behaviour is actually reasonable. Understanding justifications for SIT is essential for IT managers since they can understand them as justification and not confuse them with other phenomena and at the same time they can devise appropriate strategies to counter them. IT Managers who are not aware of the justifications for SIT may implement measures which may not be effective in curbing the phenomena. Design/Methodology/approach: The study adopted an interpretivist approach. The study was guided by the 'Neutralisation Theory’ from the social deviance discipline. The study examined whether an organisation had an IT policy which prevents end-users from implementing SIT, and also assessed the 'Neutralisation’ techniques employed by end-users to justify SIT. The study adopted a case study approach based on a South African office of a multinational organisation. The study collected data through (i) semi-structured interviews with end-users from different functional departments who were involved with implementation of SIT and (ii) documentation (IT policy and email correspondences). The study adopted the purposeful sampling (snowball) technique to target the employees who were involved with the implementation of SIT. A total of 13 respondents were interviewed. The data was analysed using thematic analysis approach. Findings: The organisation did not have an IT policy which prevented functional departments from implementing SIT. Instead, it had a policy which allowed functional departments to implement their own IT solutions as long as they inform the IT department to assess the software application for potential risks and compatibility with the existing landscape. Most respondents did not use Neutralisation techniques to justify the implementation of SIT due to the policy which allowed them to implement their own IT solutions. Nevertheless, the respondents who employed Neutralisation techniques mainly used Denial of responsibility, Denial of injury and Appeal to higher loyalties to justify SIT. Originality/contribution: The study contributed to the justifications of SIT literature when it explored the concept of SIT in a corporate company setting - as opposed to earlier studies that used quantitative methods and experiments when exploring the concept of SIT. The study also makes a further contribution to literature by investigating SIT in an environment where functional departments are allowed to implement their own IT solutions - this was not explored by previous studies on Justification of SIT. The study also contributes to the practice where there is a need by IT management to minimise SIT by providing awareness of Neutralisation techniques which may be employed by functional departments to justify SIT. Through the understanding of the Neutralisation techniques, IT managers could make sound decisions when implementing measures to minimise SI