Towards a framework for a continuous it investment valuation

The goal of this article is to contribute to the decision of how to analyse and evaluate the economic impact when deploying large IT solutions. For that purpose, we present a framework, which can be applied by carrying out the following steps: At first, important preconditions and assumptions concerning the IT solution have to be collected. Then, key factors, derived from the results of the previous step, can be identified. Finally, these factors have to be evaluated and, if possible, quantified and measured. Consequently, these steps have to be embedded in the development process of the IT solution. We describe a procedure model, based on the stages plan, do, check, act, which can be used to carry out a structured analysis taking into account the whole life cycle of the deployed IT solution, including an ex-post analysis. As foundation of the framework, we provide a classification of key factors of IT benefits and risks based on literature and case study review

Guiding Situational Applications from a Structuration Perspective

Situational applications are a new breed of software assumed to fit to the types of tasks and contextual requirements encountered in dynamic work environments described as weakly structured, highly diverse and fast-changing. The aim of this paper is to discuss the characteristics of situational applications and how organizations can benefit from them with the help of Structuration Theory. Concepts from Structuration Theory allow us to differentiate situational applications from traditionally developed business applications according to the specifics of design and development, the resulting product as well as its deployment and usage. Theoretical implications of this discussion are a much more concise description of situational applications and a host of potential research avenues to further explore research questions on situational applications while managerial implications not only call for creating an organizational and technological infrastructure in support of situational applications, but also for guidance of these grassroots approaches to software development and use

Dynamics of the Amount of Control in Offshore Software Development Projects

This paper investigates changes in the variety and intensity of formal and informal control mechanisms in offshore software development (OSD) projects. Based on a comparative case study approach our results confirm existing findings such as that the amount of control varies across different projects stages, but also contribute with new findings. For example, we found that particularly the quality of project deliverables in early project phases will lead to an increase of the amount of formal control. However, these quality problems do not necessarily lead to an increase of informal control. In return, an increase in quality of deliverables will subsequently decrease the amount of control. An important finding is that in contrast to prior studies our results do not support that the amount of control is directly related to project success. Altogether, our study contributes to the further understanding of the dynamics of the amount of control, its influencing factors and its relationship to project success

The Impact of National Culture on Control in IS Offshoring Projects

To our best knowledge, this is the first quantitative study on the impact of the supplier‘s national culture on the client‘s choice of control modes in IS offshoring projects. A survey-based field study was conducted, using a client-supplier matched pair as the unit of analysis. This approach allowed for the examination of the direct control relationship within 46 unique matched pairs. The study results offer empirical evidence that the supplier‘s national culture (i.e., power distance and time perception) affects the client‘s choice of controls in IS offshoring projects. However, the supplier‘s cultural background seems to play a less important role than suggested by prior research. These results (1) adapt previous research to the IS offshoring context, (2) enhance prior findings by establishing a more detailed understanding about the cultural influence on the exercise of controls as well as by confirming the significance of project size–an influencing factor that has previously shown mixed results, and (3) incorporate new constructs and measures in developing an integrated model that should be broadly applicable to other IS project contexts

Power Distance in Information Systems Offshoring Projects - A Control Theory Perspective

Controlling IS offshoring projects is a great challenge because of the inherent uncertainty of such projects. In such settings, informal controls are assumed to become increasingly effective. However, still little is known about the factors that influence the effectiveness of informal controls. We argue that the vendor manager’s power distance orientation—a key cultural construct that reflects beliefs about status, authority, and power in organizations—represents a missing antecedent of informal control effectiveness. Analyzing data from 57 client-vendor matched pairs, we found that high power distance on the part of the vendor manager negatively impacts project performance but at the same time positively moderates the relationship between self-control and performance

A New Era of Control: Understanding Algorithmic Control in the Gig Economy

With the promise of autonomy, flexibility, and “being your own boss” the gig economy is growing to be one of the most important economic and social developments of our time. This growth is possible due to the platform’s reliance on algorithmic control, which comprises the use of algorithmic technologies to control and align workers\u27 behavior. Conducting a multiple-case study on the use of algorithmic control in two app-work platforms (Uber & Mjam) and two crowdwork platforms (Upwork & Freelancer) on the basis of established control concepts, we develop a holistic understanding of algorithmic control and show how platforms realize this new form of control along three dimensions: control allocation, control formalization, and control adaptiveness. We contribute also by introducing the concepts of control artifacts and internalized control as a step forward in explaining algorithmic control phenomena

UNDERSTANDING AND ADDRESSING USER RESISTANCE TO IS IMPLEMENTATION IN A LEAN CONTEXT

One of the key success factors for the implementation of „Lean‟ concepts is the successful introduction of Information Systems (IS). However, a number of negative outcomes resulting from the implementation of Lean (and its corresponding IS) can lead to strong user resistance to Lean implementation. Using a case study approach supported by interviews with different user groups, this study investigates typical types of user resistance together with strategies for overcoming these resistances. Drawing from prior research on IS and Lean resistance the preliminary findings suggest that Lean IS implementation is not very different from other IS implementations, confirming prior research in this area. However, it also contributes new findings. First, the results showed that information transparency may play an important role in two ways, both as a trigger for user resistance and as a strategy to overcome user resistance. It therefore balances negative and positive effects of user resistance. Second, we found that the order of implementation may have a more significant impact on implementation success than suggested in prior literature

Dynamics of Knowledge Leverage in ERP Implementation

This paper reports the results of an in-depth investigation of the knowledge management (KM) activities of an ERP implementation project within a dynamic business setting. Using a case study approach, this research examines the challenges faced by the ERP project team with respect to KM and the effectiveness of KM strategies. In addition to gaining insights into typical KM activities within the ERP project lifecycle, the research reveals that major barriers for effective KM are created by external business changes and the business process life cycle. These changes trigger a chain reaction resulting in the weak performance of key KM activities such as knowledge capture, sharing and retention. The need for a comprehensive array of KM initiatives that are capable of managing such changes by recognizing the dynamics of all three life cycles is highlighted