Changes in capital allocation practices – ERM and organisational change

This paper aims to study changes in capital allocation routines following the introduction of a new risk management system, enterprise risk management (ERM). Based on an institutional framework and empirical evidence from multiple sources in a large UK insurance company, we evaluated the extent and nature of organisational change. ERM was seen as an external driver to the change in the existing routines, which in turn led to internal changes in new capital allocation routines. The change was extreme, which signifies that existing capital allocation routines were not strong enough to deal with ERM as a key driver of change

The Dynamics of Drift in Digitized Processes

Item does not contain fulltextThis paper uses a simulation to build new theory about complexity and phase change in processes that are supported by digital technologies. We know that digitized processes can drift (change incrementally over time). We simulate this phenomenon by incrementally adding and removing edges from a network that represents the process. The simulation demonstrates that incremental change can lead to a state of self-organized criticality. As the process approaches this state, further incremental change can precipitate nonlinear bursts in process complexity and significant changes in process structure. Digital technology can be designed and used to influence the likelihood and severity of these transformative phase changes. For example, the simulation predicts that systems with adaptive programming are prone to phase changes, while systems with deterministic programming are not. We use the simulation to generate a set of theoretical propositions about the effects of digitization that will be testable in empirical research. Keywords: Process complexity, complexity bursts, self-organized criticality, digitized processes29 p

Digital Artifacts as Institutional Attractors: A Systems Biology Perspective on Change in Organizational Routines

Track V: Innovative Trends in Information Systems ResearchInternational audienceDigital artifacts have become fundamental elements of organizational change. Such change is not frictionless, since routines and associated structures are deeply embedded- or institutionalized. Though, organizational institutionalism has been traditionally concerned with stability and change in routines and underlying structures, it has so far meagerly theorized the role of digital artifacts in balancing stability and change. To address this gap, we draw on systems biology to understand how introduction of new digital artifacts can influence routines in organizations. In particular, we approach digital artifacts as institutional attractors and examine the role of such attractors within gene regulatory networks. In this view institutional attractors become endogenous to sociomaterial systems and are keys to simultaneously promoting stability and inducing change. Just as attractors are implicated in changes to established gene regulatory networks within cells, so too are digital artifacts implicated in the efforts of institutional entrepreneurs to bring about change to organizational routines (behaviors). Based upon this analogous reasoning we outline elements of a research agenda and conclude with a discussion of methodological directions to deal with digitally induced endogenous sociomaterial change

A socio-technical approach for topic community member selection

Wicked problems and social complexity abound in our globalizing, ever more complex society [6]. Wicked problems, such as many socioeconomic and environmental issues, cannot be solved in traditional ways, as no perfect solution can be found. Also, the understanding of the problem evolves as the solution is being worked on, but no clear agreement on what the real problem is can be reached. The only way to seriously address these problems is by examining a wide range of possible solutions, argumentations, and viewpoints by as many stakeholders as possible [13, 6]. Classical organizations, like governments and official scientific bodies, are no longer capable of representing these interests on their own. New forms of agile social structures are needed, covering a wide spectrum of public interests instead of limited national or organizational interests