Business Information Systems - Journal Articles

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    The research method we need or deserve? A literature review of the design science research landscape
    (Association for Information Systems, 2022-04-27) Nagle, Tadhg; Doyle, Cathal; Alhassan, Ibrahim M.; Sammon, David
    Senior Scholars have made a concerted effort to help researchers adopt and top-ranked IS journals publish design science research (DSR). However, DSR continues to underperform, and the support that Senior Scholars have provided to it in editorials and exemplars has created both confusion and clarity. In this study, we report on a descriptive literature review that we conducted to bring empirical context and insight to the many discussions that Senior Scholars have had on presenting, implementing, and contributing to DSR. In particular, we reviewed 111 papers in the AIS Senior Scholars’ basket of eight journals and found significant transparency issues that have led to methodological slurring. We also found that, while DSR has produced research with a strong focus on utility and usefulness, it has done so through generalized problems and solutions and, thus, overlooked the messy complexity of real IS problems and the actual use of proposed solutions. Finally, we found little evidence to support theory obsession in DSR, a topic of concern for the wider IS research community.
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    Ontology Summit 2021 Communiqué: Ontology generation and harmonization
    (IOS Press, 2022-05-04) Baclawski, Ken; Bennett, Michael; Berg-Cross, Gary; Dickerson, Leia; Schneider, Todd; Seppälä, Selja; Sharma, Ravi; Sriram, Ram D.; Westerinen, Andrea; Horizon 2020
    Advances in machine learning and the development of very large knowledge graphs have accompanied a proliferation of ontologies of many types and for many purposes. These ontologies are commonly developed independently, and as a result, it can be difficult to communicate about and between them. To address this difficulty of communication, ontologies and the communities they serve must agree on how their respective terminologies and formalizations relate to each other. The process of coming into accord and agreement is called “harmonization.” The Ontology Summit 2021 examined the overall landscape of ontologies, the many kinds of ontology generation and harmonization, as well as the sustainability of ontologies. The Communiqué synthesizes and summarizes the findings of the summit as well as earlier summits on related issues. One of the major impediments to harmonization is the relatively poor quality of natural language definitions in many ontologies. The summit surveyed the state of the art in natural language definition development, based on lexicographic principles, as well as examples of ongoing projects that are explicitly dealing with harmonization and sustainability.
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    Thought piece on the effectiveness of contemporary project management and its top performing enablers
    (Institute of Electrical and Electronics Engineers (IEEE), 2021-06-10) Dempsey, Mary; Brennan, Attracta; Kaub, Viktoria; McAvoy, John
    One of the most important factors for project success is effective contemporary project management. The aim of this article is to provide project manager practitioners with access to the successful contemporary project management enablers using evidence-based research. A systematic scoping literature review using qualitative and quantitative design was performed on the ScienceDirect database using studies and articles, published in English between 2010 and 2019. This search included factors regarding successful contemporary project management and citation tracking. All studies and articles were peer reviewed. Charted data were narratively reported by clustering the results according to the identified success criteria. The review process resulted in one conceptual framework, one literature review, one survey, and one article about research on another topic, which is related to project management success factors. This article shows that to enhance evidence-based practice, it is recommended that in a contemporary project approach, every project establishes a complementary team-related project with gates as checks to ensure transparency, clarity, and comprehension. Its purpose would include the definition, development, and implementation of clear communication strategy and a mentoring and training program to support retention, build loyalty in organizations, and enhance cooperation between the stakeholders and the project team. A limitation of this study includes the consideration of contemporary project management success factors only but not those success factors influencing contemporary project management success. A second limitation is the use of a single database and the exclusion of journal quality.
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    A cognitive model of digital transformation and IS decision making
    (Taylor & Francis, 2020-11-30) Russell, Kenneth D.; O'Raghallaigh, Paidi; McAvoy, John; Hayes, Jeremy
    Individuals are complex bundles of thoughts, beliefs, emotions, and behaviours. For a digital transformation (DT) to be successful, it is necessary to understand how these bundles impact individuals' reactions to an impending change to then intervene to increase the likelihood of its success. Cognition is the mental action or process of acquiring understanding through thoughts, beliefs and emotions. Cognitive Models (CMs) describing these thoughts, beliefs, emotions and behaviours are applied and researched in psychology. On the other hand, the Information Systems (IS) domain is dominated by a behaviourist rather than a cognitivist approach. In this paper, we investigate what we can learn from these other sciences. By combining the research from the IS domain with that from the psychology domain, this paper presents a theoretical Cognitive Model for Digital Transformation (CMDT) that is a move towards explaining individual cognitive predispositions to DT and change decision making.
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    A review of the success and failure factors for change management
    (Institute of Electrical and Electronics Engineers (IEEE), 2021-11-26) Dempsey, Mary; Geitner, Lisa; Brennan, Attracta; McAvoy, John
    In order to stay competitive and relevant in the business environment, companies need to embrace and address internal and external change and understand how to deal with it. It is necessary for them to develop knowledge about the success and failure factors of handling change and how the latter can be resolved. The aim of this study was to identify change management success and failure factors and provide a method dealing with failure factors. In the systematic literature review, 38 success factors and 23 failure factors from 2006 to 2021 were identified. In comparing the frequency of the occurring factors, 4 main success and 3 failure factors emerged. The success factors included: communication, create a vision/change message, early active participation of all individuals and top management commitment. The failure factors included; resistance to change, standardised concepts and viewing change initiatives as short-term. Complementarity and dependency links between failure factors and success factors were highlighted. Solutions for resolving three failure factors were found using Ishikawa-Diagrams and applying root cause analysis. Identifying key factors that affect project success is part of handling change. To support any necessary change a consistent change management framework that is adaptable to individual organisations is also recommended.