ATLAS FRAMEWORK FOR INTEGRAL ENTERPRISE MODELLING - INSTANTIATION FOR DYNAMIC CAPABILITIES MODELLING

We argue that enterprise modelling should also include the human aspects of the organisation in order to develop a faithful representation of the total relevant system. Faithful representations contribute to practical implementation of management and organisational concepts like dynamic capabilities. Currently, there is a lack of enterprise modelling frameworks for modelling the organisation as a socio-technical system. We propose the Atlas Meta Framework for integral enterprise modelling and explain its elements: facets, levels, stakeholders, maps, atlas and roadmap. We demonstrate how the Atlas Meta Framework can be instantiated to the Atlas Capability Governance Framework and an online tool that can be used by managers for orchestrating the second-order dynamic capabilities of an organisation

Agility in the balance: Control, autonomy, and ambidexterity in agile software development

Agile methodologies for information systems development (ISD) are still drawing the attention of the research community. These methodologies promise to increase an ISD team’s adaptiveness in such a way that ISD teams are able to respond and react to changing user requirements.Existing studies on team autonomy in agile ISD, however, implythat these projects potentially can benefit from different elements of control.Our objective is to improve the understanding of how to enact control throughagilepractices, and how these practices influenceteam autonomy and task performance in successful agile ISD projectsin terms of project performance and project quality. This is achieved by developing a preliminary research model that is based on a solid theoretical foundation. As a theoretical framework, we employ ISD ambidexterityand extend it with context-specific insights from controltheory. In consequence, we suggest several propositions for future testing

Investigating Organizational Self-control: A Willpower Perspective

Behavioral control theory attempts to explain how controllers can ensure controlees work towards controller goals. Prior studies underinvestigate organizational self-control, and produces mixed results. This paper theorizes and elaborates on the construct of organizational self-control, and how controllers can encourage controlees’ organizational self-control. Organizational self-control differs from “personal” self-control in that organizational self-control focuses on getting another individual (e.g., employee) to exert self-control to perform a controller’s task. Consonant with the personal self-control literature, we argue organizational self-control comprises (self) goals, (self) monitoring, and willpower. We further argue organizational self-control is a mediator between external controls (formal and clan control) and controlee performance. While the literature considers external controls’ influence on one’s goal and self-monitoring, it does not consider external controls’ impact on willpower. We demonstrate through a case study in product development that how control is enacted can impact willpower positively, leading to positive control outcomes

Do As You Want Or Do As You Are Told? Control vs. Autonomy in Agile Software Development Teams

Agile Software Development (ASD) projects still draw the attention of the research community. Agile methodologies promise to increase an ASD team’s agility in such a way, that these teams are able to respond and react to changing user requirements. Existing studies on flexibility and autonomy in ASD projects, however, imply that these projects potentially can benefit from different elements of control. Our objective is to improve the understanding of how to enact control through agile practices, and how these practices affect either formal or informal control in ASD teams. Based on an extensive literature review, our study (1) provides an overview of adequate control-enacting agile practices and (2) compares the results with our empirical findings, derived from qualitative data

Investigating Antecedents to Social Loafing in IT Project Teams: Applying the Collective Effort Model

Even with several decades of IT project management research and practice, there are still issues with keeping projects on time and within budget, with the final product adding value to the project organization. With the overwhelming majority of IT projects involving teams of workers, it is important to take advantage of insights drawn from work within the referent discipline of organizational behavior, and more specifically from work that focuses on teams and team member behaviors. This research focuses on antecedents impacting social loafing that would fall under the category of informal controls. Specifically, our research question is do antecedents identified as important in the Collective Effort Model in team projects have an impact on social loafing? These findings provide a contribution to the theoretical basis for social loafing and potentially lead to a better understanding of how IT project leaders can most effectively influence project processes and outcomes

An Evolutionary Perspective on Control in IS Development Projects

Projects in the field of Information Systems Development (ISD) are particularly prone to failure because they are complex in many respects. To increase success of ISD projects, researchers and practitioners usually recommend the implementation of control. The traditional view on control involves two parties: a controller executing control and one or more controllees being controlled. To better understand why control effectiveness has not significantly improved over the last decades, this paper gives a chronological overview of existing literature on ISD project control. We find that so far, research has been strongly focusing on controller related aspects such as the creation of control portfolios. This, however, neglects that the effectiveness of control is highly dependent on the controllees’ perception and willingness to actively commit to implemented controls. We argue that a more holistic understanding of the controllee perspective on control is needed and discuss implications for theory and practic

Considerations for Effective Requirements Analysis in Offshore Software Development Projects: Lessons from Multi-method Research

Offshore software development using geographically distributed teams is an accepted practice in software development today. However, software development companies have largely only offshored the software development lifecycle’s coding and testing phases. However, lately, offshoring the requirements analysis (RA) phase has become increasingly viable for several reasons including the software industry’s maturation and improved communication technologies. However, successfully evaluating this highly interactive phase between geographically dispersed client and provider teams requires special considerations. In this paper, we present practical insights garnered from conducting experiments and surveys of IS professionals from the Indian software industry and from extensively examining the literature. Our findings confirm that, subject to certain best practices, one can effectively conduct RA in software projects offshore. We present these practices as lessons learned and provide related recommendations for industry and academia

The “Theoretical Lens” Concept: We All Know What it Means, but do We All Know the Same Thing?

The term theoretical lens has grown in usage in business and social science research and particularly in the information systems (IS) discipline. In this paper, we question what the term really means by examining it on several dimensions in the context of its actual use. In particular, we consider 1) where the term appears in each paper, 2) how many conceptualizations of theoretical lens each paper uses, 3) the research method the paper uses, 4) the IS domain the paper considers, and 5) which underlying conceptualizations the paper actually uses. To do so, we examine the full set of actual uses in the IS journal that uses the term most frequently, the European Journal of Information Systems. We conclude by discussing several further questions that these observations raise, which suggest deeper issues about better and less advantageous uses of theoretical lenses in IS research and what these issues might imply for the IS discipline

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

The Reinforcing Effects of Formal Control Enactment in Complex IT Projects

Complex IT projects pose particular challenges for the application of control, because of the dynamism and uncertainty involved. Prior studies suggest self-control can complement formal control within complex projects. However, how managers can enact controlee self-control remains an unsolved question. This paper proposes and investigates how enacted formal control unfolds during the course of an IT project and, in particular, how formal control enactment can promote or hinder controlee self-control. We demonstrate through case studies of a control in two wireless communication product development projects that an enabling control style can induce controlees to act to the benefit of both the controller and the controlee, while an authoritative control style encourages controlees’ self-interested behavior. We also show how controlees influence the enactment of control within complex projects and demonstrate the reinforcing effects of the controller’s enactment and controlee response on project outcomes. For practice, this research identifies preconditions necessary for inducing controlee self-control