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Engineering Excellence
Published in Michael A. Orzen, Thomas A. Paider, The Lean IT Field Guide, 2017
Michael A. Orzen, Thomas A. Paider
One thing is certain about working in technology: Nothing stays the same for very long. It wasn’t so long ago when that wasn’t the case. Anybody old enough (such as the authors!) remembers periods of relative stability within technology. Not anymore. Complex factors such as the exponential rise of computing power, the consumerization of IT, and breakthrough technologies have conspired to make keeping up with technical trends a challenge even for the most hard-core geeks. Children of today interact with computing power and technology that adults couldn’t have dreamed of in their youth. Instead of GI Joes and Matchbox cars, children today have smartphones and Minecraft. And the next generation of kids will have even more sophisticated and powerful toys.
Epilogue
Published in Kenneth C. Hoffman, Christopher G. Glazner, William J. Bunting, Leonard A. Wojcik, Anne Cady, Enterprise Dynamics Sourcebook, 2013
Kenneth C. Hoffman, William J. Bunting, Anne Cady, Christopher G. Glazner, Leonard A. Wojcik
Looking ahead at emerging capabilities for dynamic analyses that will be available to managers, a new world of ubiquitous computing—predicted for the past three decades—is becoming a reality posing major management opportunities and challenges. Ubiquitous computing makes information available anywhere anytime on any device with powerful data mining and analytical capabilities. Synergistic forces between societal trends, such as consumerization, and emerging technologies that enable ubiquitous computing are fueling decentralized, collaborative, real-time decision-making and control. These changes challenge legacy concepts of organizational structures and require new thinking about how to model POET dimensions. Agile enterprises will evolve to maintain integrity and viability through continuous change and adaptation to increase operational performance and value to stakeholders.
Explaining Digital Technology: Digital Artifact Delineation and Coalescence
Published in Journal of Computer Information Systems, 2023
Digital technologies play a strategic role in organizational transformation and influence the rate at which such changes occur.1 Digital technology is considered the means of digital transformation2 as well as the core of digital infrastructure, digital platforms, and digital innovation.3 Digital infrastructure is founded on digital technology, which drives digital innovation.4 Consumerization of digital technology allows organizations to benefit from lightweight IT, which prioritizes innovation and usability.5 Similarly, digital platforms inherit from digital technologies the homogenization of data, editability, re-programmability, distributedness and self-referentiality.6 From mobile technologies to the latest generation of enterprise systems, digital technologies are the primary source of digital innovation today.7 Due to these reasons, digital technologies are increasingly becoming important for businesses and business management.8 Although digital transformation, digital infrastructure, digital platforms, and digital innovation are frequently categorized as Information Systems (IS) topics, the emphasis on digital technologies extends beyond the IS field.9 The reality is that we live in a digitally connected world, where digital technology mediates virtually every aspect of human activity and digital increasingly shapes physical reality.10
IT assimilation: construct, measurement, and implications in cybersecurity
Published in Enterprise Information Systems, 2023
Lakshmi Goel, Justin Zuopeng Zhang, Steven Williamson
Employees using enterprise systems often exhibit behaviours they are habitual to when using personal systems. Organizations use interventions in the form of training to influence outcomes such as IT adoption and use. The emphasis thus far has been to affect behaviours at work or on the job (Sitzmann and Weinhardt 2018). Information security awareness training, for example, has been found to play a vital role in countering intentional (D’Arcy, Hovav, and Galletta 2009; Li et al. 2019) and unintentional security incidents (Jensen et al. 2016; Johnston and Warkentin 2010; Spears and Barki 2010; Png, Wang, and Wang 2008; Puhakainen and Siponen 2010; Yoo, Sanders, and Cerveny 2018). The role of employees in cybersecurity has been found to be pivotal and challenging to manage (Torten, Reaiche, and Boyle 2018). A part of the challenge is the idea that employees bring devices and practices from their personal/home lives to the workplace – a concept often referred to as bring-your-own-device (BYOD) or IT consumerization. Their actions open up enterprise networks to risks that are usually beyond the control of a firm’s IT function (Cho and Ip 2018). The emphasis of security awareness training is thus sensitising employees to behaviours that they may be habitual to, which are risky. Such behaviours may include using weak passwords, bypassing firewalls, or responding to calls-to-action in emails without verifying the source. While literature in cybersecurity highlights the need for such training, it also suggests the necessity of exploring other complementary measures, for instance, the design of user interface to suppress human’s decreased response to security warnings (Anderson et al. 2016) and the transfer of security awareness knowledge between work and home settings (Hannus & Wu, 2016).
How Consumer Technology Is Changing the IT Function: A Multi-Case Study of Three Fortune 500 Companies
Published in Information Systems Management, 2019
Hope Koch, Jie (Kevin) Yan, Sixuan Zhang, Nash Milic, Pat Curry
First, our study contradicts and extends aspects of IT-user relationships dealing with power and governance structure. The historical relationships between IT departments and users may no longer exist where IT departments define users’ interests and identities and chooses, develop and/or implement technology that will impact users (Jasperson et al., 2002; Markus & Bjørn-Andersen, 1987; Orlikowski, 1992). Rather, with users more involved our study shows how shared governance can emerge organically. On one hand, consumerization confers users more influence over the IT department to choose their own technology and how they will use it. On the other hand, OilCo and ConsultingCo’s cases illustrate a power increase of IT employees (e.g., IT developers were empowered to choose their projects and more discretion and budget were given to the IT department for user projects). Combined, it appears that it is the IT governance mechanisms that lose power, which contradicts extant literature predicting that IT departments would lose power during consumerization (Köffer et al., 2015; Haffke et al., 2017; Sebastian et al., 2017). Therefore, we also question governance structures imposing strict budget adherence and limited IT discretion to work on user projects (Haffke et al., 2017; Iden & Eikebrokk, 2013; Weill & Ross, 2004). Our study portrays a more decentralized IT governance structure that distributes some decision-making authority to individual IT employees and users so that both groups can share their knowledge and work domains to better understand each other. Our findings add much needed empirical evidence to the suggestions that organizations rethink IT governance to better nurture and channel employees’ enthusiasm and energy for consumer IT and the digital workplace (Carter & Petter, 2015; Leclercq-Vandelannoitte & Emmanuel, 2018).