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Artificial Intelligence (AI) shows great potential to tackle environmental sustainability issues that are critical to the survival of Humanity and Planet Earth. However, the development and use of AI causes indirect emissions leading to detrimental effects on the environment. Therefore, it is important for organizations, researchers, and practitioners in the Information Systems (IS) domain to understand both the positive and negative effects of AI on the environment. This article contributes to this topic by performing a theoretical review of the literature at the intersection of AI and Sustainability to determine the current research streams. Further, this article adopts the affordance theory as a theoretical lens with the goal to identify the affordances of Sustainable AI – a field that encompasses the research areas ‘AI for Sustainability as well as ‘Sustainability of AI’ – in the Green IS community. The identified affordances would enable researchers and practitioners to design and use Sustainable AI systems.

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The Design Science Research (DSR) paradigm is highly relevant to the Information Systems (IS) discipline because DSR aims to improve the state of practice and contribute design knowledge through the systematic construction of useful artefacts. Since study designs can be understood as useful artefacts, DSR can also contribute to improving conceptualizing a research project. This study developed a taxonomy with relevant dimensions and characteristics for DSR research. Such a taxonomy is useful for analyzing existing DSR study designs and successful DSR study design patterns. In addition, the taxonomy is valuable for identifying DSR study design principles (dependencies among characteristics) and subsequently for systematically designing DSR studies. We constructed the DSR study taxonomy through a classification process following the taxonomy development approach of Nickerson et al.

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Digital Transformation challenges companies in all industries. Ongoing improvement of their successful existing business is not enough, they must simultaneously build new digital business models to compensate for revenue sources that may already be disappearing. In new strategic ventures (exploration), the concept of organizational ambidexterity reflects the capabilities of companies to simultaneously rely on their core competencies from their existing business (exploitation) to achieve competitive advantage. This paper presents a catalog of criteria that describe the ability of organizations to implement organizational ambidexterity specifically in strategic initiatives of Digital Transformation. The catalog serves as a management tool for assessing the current state of these capabilities, and for setting respective objectives. This initial management instrument can be further developed into a maturity model. Both IT expertise, as well as the interaction of the Chief Information Officer (CIO) and the more recent role of the Chief Digital Officer (CDO) are of central importance here, and hence constitute a difference from the general organizational ambidexterity concept. The catalog has been developed in an iterative Design Science Research approach with two design and evaluation cycles. It contains ready-to-use questions for a survey instrument regarding 46 design factors in seven dimensions with a total of 99 criteria. Several sources served as conceptual foundations. In particular, literature-based knowledge on role requirements for CIO and CDO, relevant subsets of criteria from maturity models, and assessments on general Digital Transformation, intrapreneurship, and innovation culture for digital solutions. The naming as CDO- CIO Do-it Kit is derived from the first letters of the seven dimensions: CDO-CIO collaboration, Digital Transformation strategy, organization, innovation, transformation management, culture & competence, and IT & IT competence.

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Advances in Natural Language Processing offer techniques to de- tect the empathy level in texts. To test if individual feedback on certain students’ empathy level in their peer review writing pro- cess will help them to write more empathic reviews, we developed ELEA, an adaptive writing support system that provides students with feedback on the cognitive and emotional empathy structures. We compared ELEA to a proven empathy support tool in a peer review setting with 119 students. We found students using ELEA wrote more empathic peer reviews with a higher level of emotional empathy compared to the control group. The high perceived skill learning, the technology acceptance, and the level of enjoyment provide promising results to use such an approach as a feedback application in traditional learning settings. Our results indicate that learning applications based on NLP are able to foster empathic writing skills of students in peer review scenarios.

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Many industries are affected by the shift to platform business models and leveraging network effects is vital for every single company. At the same time, latest research shows that many companies, in particular established pipeline businesses, struggle with this new notion of doing business. Building upon the success of the Business Model Navigator, we have developed the Platform Navigator – a toolbox to help you design and implement platform business models in your company. By reviewing the most important literature and studying more than 150 cases, we have identified 88 pattern cards across five phases. Not all patterns will be helpful for your business and the patterns are certainly not exhaustive. But we believe that every manager should be aware of them to sustain competitive advantage. Thus, the pattern cards and canvas will help you navigate through the Platform Economy.

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Viele CIOs (Chief Information Officer) in Unternehmen haben in der Pandemie einen hervorragenden Job gemacht. In der Zeit nach der Pandemie gilt es, diesen „Rückenwind“ und die Position des CIO neu zu definieren. Vor diesem Hintergrund wurden fünf CIOs, Hanna Hennig von der Siemens AG, Andreas Maier von der AXA Schweiz, Michael Müller-Wünsch von OTTO, Rolf Olmesdahl, ehemals Raiffeisen Schweiz, Ursula Soritsch-Renier von Saint-Gobain Paris, und ein Executive-Search-Spezialist, Patrick Naef, Boyden AG, gefragt wie sie die Zukunft des CIO sehen. Alle sechs Persönlichkeiten, die an dem Dialog teilnahmen, sind übereinstimmend der Meinung, dass es auch noch 2030 CIOs geben wird und sie auf der einen Seite verstärkt Treiber der digitalen Transformation in ihrem Unternehmen sein sollten und sie auf der anderen Seite nach wie vor Verantwortung für das Funktionieren der digitalen Infrastruktur tragen.

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Wissenschaftlicher Artikel
Volatility, uncertainty, complexity, and ambiguity (VUCA) are drivers in today's business world. To perform amid this accelerated change and the digitalization progress, organizations are implementing agility. However, such an implementation does not happen without stumbling blocks and some fail. One reason for this is actors’ agile mindset (AM), which is necessary to deal succefully within a VUCA environment. Knowledge of the AM is in its infancy and conceptualization and measuring tools for it are lacking. Furthermore, the relation of the AM in terms of strategic agility and performance is still unclear. Our study aims to close these gaps. We examine AM through 15 interviews and a survey (N = 449) to predict strategic agility and performance. As a result, we conceptualize AM as an attitude that comprises four dimensions: attitude towards 1) learning spirit, 2) collaborative exchange, 3) empowered self-guidance, and 4) customer co-creation. Furthermore, we describe how actors with an AM deal with new technologies. We found that AM affects organizational performance mediated by strategic agility. These findings contribute to the agility and management research by providing a conceptualization and measuring instrument for AM. Furthermore, its relevance for strategic agility is explained and its relationship with organizational performance outlined

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Obwohl sich die Rolle und Bedeutung der IT in den meisten Unternehmen stark verändert hat, folgt die Strukturierung von CIO-Bereichen (und ihrer Wertbeiträge) meist noch einem funktionalen Paradigma – unter Bezugnahme auf „was wird gemacht“ oder „wie wird es gemacht“, manchmal auch „für wen wird es gemacht“. Eine funktionale bzw. ergebnisorientierte Strukturierung findet sich mittelbar auch in Ansätzen, welche die Wertschöpfungskette in den Mittelpunkt stellen oder agile Gestaltungsprinzipien berücksichtigen.Wir diskutieren bestehende Ansätze und schlagen ein neues Strukturierungsmodell vor, das die Aktivitäten des CIO-Bereichs aus der Perspektive „welcher Wertbeitrag wird erreicht“ (bzw. welche strategische Wirkung wird angestrebt) unterscheidet. Das sich ergebende Wirkungsorientierte Portfolio wird dabei in den Dimensionen Wirkungsbreite, Wirkungszeitraum und Wirkungstiefe abgebildet. Ausgehend von der Demonstration bestimmter Aspekte dieses Perspektivenwechsels in Form von zwei Anwendungsfällen werden die Potenziale und Konsequenzen einer wirkungsorientierten Strukturierung des CIO-Bereichs z. B. für die Kommunikation des CIO-Wertbeitrags, die Koordination mit anderen Führungsfunktionen und die Organisation von „Business Technology“ diskutiert.

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