Open process innovation: A multi-method study on the involvement of customers and consultants in public sector BPM

Following calls to enhance risk-sensitivity of second generation Operational Risk-Aware Information Systems (ORISs), this paper aims to address the lack of ontological/epistemological grounding for the concept of Operational Risk (OR). Herein, OR is regarded both as a property of a real system and as a representational phenomenon forming part of the core of ORIS in line with Weber’s (2003) view of the core of IS. The paper explores how the ontological/epistemological position of the Critical Realist philosophy of science assists in the Requirements Definition of ORISs by providing an ontology-driven representation of the heterogeneous nature of OR. The retroductive mode of logical inference enabled by Critical Realism supports the discovery of OR causal mechanisms when the historical data about operational loss events is limited. The ontological/epistemological position suggested in the paper contributes to better understanding and representation of OR, informs OR assessment in conditions of a constantly changing socio-economical environment, and so assists in the Requirements Definition of ORISs

A possible journey to an Australian knowledge management framework

World wide there is a transition towards knowledge-based economies In order to foster them, many economies have built frameworks in conjunction with world forums that promote international cooperation. Our research focuses on Australia, an economy that has been named by the OECD as knowledge-based. Specifically, the paper appraises the transition towards knowledge economies in general. We then examine the Australian context through the implemented eEurope framework with the intent of providing suggestions to Australia in its transition towards building its knowledge managementframework.<br /

How Boards of Directors Can Contribute to Governing IT

Digital transformation is becoming ubiquitous as organizations increasingly rely on IT to create business value. As a result, IT strategy is increasingly intertwined with organizational strategy, with risks as IT becomes progressively more important, requiring both management and governance. Given boards of directors are ultimately accountable for strategic decision-making and control, these changes charge boards with accountability for governing digital assets. Whilst board-level IT governance should enable better organizational performance, research suggests that the value created by the board in governing IT depends on the roles they play. In exploring these roles, we use the more mature research domain of corporate governance to develop improved understanding of the type of board roles and the importance assigned by a board to governing IT

TOWARDS OPERATIONAL RISK-AWARE INFORMATION SYSTEMS: A CRITICAL REALIST PERSPECTIVE

Following calls to enhance risk-sensitivity of second generation Operational Risk-Aware Information Systems (ORISs), this paper aims to address the lack of ontological/epistemological grounding for the concept of Operational Risk (OR). Herein, OR is regarded both as a property of a real system and as a representational phenomenon forming part of the core of ORIS in line with Weber’s (2003) view of the core of IS. The paper explores how the ontological/epistemological position of the Critical Realist philosophy of science assists in the Requirements Definition of ORISs by providing an ontology-driven representation of the heterogeneous nature of OR. The retroductive mode of logical inference enabled by Critical Realism supports the discovery of OR causal mechanisms when the historical data about operational loss events is limited. The ontological/epistemological position suggested in the paper contributes to better understanding and representation of OR, informs OR assessment in conditions of a constantly changing socio-economical environment, and so assists in the Requirements Definition of ORISs

“ITERATE WILDLY”: IS USER-CENTRED DESIGN AND PROTOTYPING THE KEY TO STRATEGIC ALIGNMENT?

The topic of IT alignment to various forms of organizational strategy and operations continues to be a top concern among both IS practitioners and academics. The overall historical discourse is that organizations have two options regarding alignment: 1) develop a set strategy and enforce it through a top-down focus via some governance mechanism(s), or 2) accomplish it via patchy evolutionary processes. Claudio Ciborra argued that the former model fails to recognize the realities of such change, offering many new tracks for alignment research positioned in the latter that have been ignored for many years. However, the Australian government is now implementing many aspects of these tracks as the strategy itself, directing organizations to reverse focus to users and prototyping rather than executives and waterfalling. As we will illustrate, alignment might be better achieved not through rigid control and governance, but through increased focus on micro-level needs, local-level ownership, and coevolutionary moves over time. By focusing on the dynamic between Australia’s Digital Transformation Office and the Department of Employment, this research in progress paper answers calls to refocus on the everyday practices and activities in which various actors appear to become aligned through coevolutionary socio-technical practices