Journal Information
The Journal of Strategic Information Systems
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Call For Papers
The Journal of Strategic Information Systems focuses on the management, business and organizational issues associated with the introduction and utilization of information systems as a strategic tool, and considers these issues in a global context. The emphasis is on the incorporation of IT into organizations' strategic thinking, strategy alignment and management of change issues. The journal publishes research and case study papers from around the world which:

• investigate the very nature of business in the context of emerging IT
• discuss the justification and evaluation of information systems
• discuss the organizational implications of IT
• consider how organizations have been transformed as a result of the astute management and application of IT

A transdisciplinary approach/perspective is welcome.

Topics covered include:
• organizational transformation on the back of information technology
• information systems/business strategy alignment
• inter-organizational systems
• global issues and cross-cultural issues
• the impact and significance of emerging information technologies (e.g. internet, intranets)
Last updated by Dou Sun in 2017-11-06
Special Issues
Special Issue on Strategic Perspectives on Digital Work and Organizational Transformation
Submission Date: 2018-03-31

Continuing the tradition of publishing research on the strategic significance of IT in organizations, this special issue ofThe Journal of Strategic Information Systemsseeks original research on strategic perspectives on the future of work and digital transformation of modern organizations. Strategy often lags behind digital transformations in the workplace that emerge bottom-up driven by user’s adoption of new digital media. This special issue takes a strategic perspective, by interrogating the strategic significance of the digital transformation of organizing, and the role of strategy in driving this process. Technology driven organizational transformation is often presented as pushed by organizations (Besson and Rowe, 2012) but more recent studies suggest we need a closer look at actual practices (Peppard et al., 2014, Whittington, 2014) and a more grounded view of digital transformations that better capture emerging movements such as agile (Rigby et al., 2016) and open strategy (Baptista et al., 2017, Hautz et al., 2017). The special issue follows from previous calls for research in this area (Forman et al., 2014, Zammuto et al., 2007) but is particularly interested in research that captures the digitization of the workplace with an emphasis on implications to strategy and the nature of organizing covering strategic aspects and impacts of new dynamics and patterns of work, new structures and ways of organizing, new capabilities and practices, leadership styles and approaches, places and spaces of work with an outlook into the future of organizing. Internal communication tools of the late 1990s based on email and intranets are gradually being enhanced and often replaced by more powerful platforms based on social media, collaborative and networking software that keep workers connected to content and colleagues (Martini et al., 2009, McAfee, 2006) but eventually become integral to the lifeblood and day-to-day running of the organization (Baptista, 2009). These tools are increasingly supported by more advanced data-driven intelligent engines (Newell and Marabelli, 2015, Galliers et al., 2017) that learn from use of documents and exchanges to suggest actions and expected behaviors. This is the vision portrayed by the platform companies such as Microsoft, Google, Facebook and others that are positioning themselves as complete digital solutions for the enterprise. Many large organizations enticed by the potential of a more connected, engaged, empowered and smart workforce adopt these technologies in the hope of driving innovation and attracting new talent and more agile teamwork and flexibility – ultimately adding value and gaining competitive advantage (Andriole, 2010). However, while striving to achieve these benefits, organizations face significant challenges (Kane et al., 2010) and unintended consequences (Baptista et al., 2010) often owing to misinformed views on the social and contextual dynamics of knowledge systems (Marabelli and Newell, 2012) that require new perspectives to understand the role of digital media in organizational activity and strategy (Von Krogh, 2012, Spagnoletti et al., 2015, Haefliger et al., 2011, Majchrzak et al., 2013). Early research on adoption of email (Lee, 1994, Markus, 1994, Orlikowski, 2000, Cecez-Kecmanovic et al., 1999, Watson‐Manheim et al., 1998), intranets (Newell et al., 2001, Damsgaard and Scheepers, 2000, Lamb, 2003, Lamb and Davidson, 2005, Duane and Finnegan, 2003) and knowledge management systems (Swan et al., 1999, Pan and Scarbrough, 1998, Jarvenpaa and Tanriverdi, 2003, Wasko and Faraj, 2000) illustrate the importance of the social, formal and informal dimensions at the core of these technologies in the workplace. The valuable lessons from this early work have somehow been lost, and despite recent work on the effects of social media use within organizations (Huang et al., 2013, Leonardi et al., 2013, Leonardi and Vaast, 2016), there is insufficient research capturing the effects of these new and more advanced digital media that now shape modern workplaces. Research is required into the deep effects of these new and more advanced digital platforms in transforming work practices and perceptions of individual roles and identity (Stein et al., 2013) and the very nature of work (Lee, 2016) – and ultimately the strategy and structural arrangements of today’s organizations (Baptista et al., 2017). We do know that many organizations are moving forward with strategic intent to integrate these advanced workplace technologies in the fabric of their organizations (Dery et al., 2017), seeking more open and fluid collaboration, sharing and engagement (Vodanovich et al., 2010). However, this journey fundamentally ‘rewires’ the organization and the work environment (Watson‐Manheim et al., 2002). Tensions emerge when traditional organizational structures based on centralized and command-and-control systems persist even as new ways of working based on digital platforms for open participation are expected (Denyer et al., 2011, Watson-Manheim and Belanger, 2007). These tensions become the catalysts for the development of new capabilities (Huang et al., 2015) that have the potential to move organizations towards new forms of organizing and strategizing (Baptista et al., 2017). It is therefore important to explore these deep effects of new workplace technologies and their potential for transforming the dynamics, patterns and structure of organizations –, all in the context of their strategic significance. The resultant research agenda requires novel theoretical and methodological approaches to observe the unfolding of the effects of these new technologies in the workplace, and on practices, policy, governance, strategy, leadership and other fundamental aspects of organizing. It is also worth considering the usefulness of established theories that have been developed based on traditional organizations, pre-digitization, and consider the need to develop new theory or deploy theories from other fields to explain the new dynamics and deeper effects of digitization in modern workplace settings. Forward-looking studies are encouraged, in particular those investigating the effects of increased automation, machine learning, augmented reality and the fusion of digital, technological and human dimensions in the workplace. Some of the topics of interest of this special issue include the following: - Strategic opportunities and drivers of adoption of digital workplace technologies for organizations and individuals - Emerging patterns and dynamics of work: organizational and individual perspectives - Features and functions of new workplace technologies and their role in organizational transformation and strategy - Process, phases and mechanisms of integration of workplace technologies into the fabric and strategy of organizations - Changing of spatial and temporal dimensions of work - Organizational adjustments to increased connectedness, participation and engagement in the strategic progression of the organization - Structural mechanisms and framing devices to legitimise digital working - Emergent tensions in digital work and the development of new organizational and individual capabilities - Work fragmentation and nomadic work practices - Implications (e.g., policy and governance) of increased feedback, transparency and open collaboration - Managing and structurally integrating digital activity and feedback as a strategic input in the organization - New structural and strategic conditions to support employee participation and engagement - Emergence of new practices and forms of leadership in modern workplace settings.
Last updated by Dou Sun in 2017-11-06
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