Feral Information Systems, Shadow Systems, and Workarounds – A Drift in IS Terminology

Lund-Jensen, Rasmus; Azaria, Clarissa; Permien, Finn-Hendrik; Sawari, Jawid; Bækgaard, Lars

doi:10.1016/j.procs.2016.09.281

Cited by 17 publications

(16 citation statements)

References 8 publications

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“…Furthermore, its focus is on individual users rather than whole BUs. "Workarounds" (Alter, 2014) primarily describe goal-driven adaptations or modification of existing socio-technical systems without changing their overarching architecture (Lund-Jensen et al, 2016). "Decentralized IT" (Winkler and Brown, 2014a) represents multiple divisional IT units separate from BUs.…”

Section: Phenomenon and Terminologymentioning

confidence: 99%

Shadow IT and Business-Managed IT

Kopper

Fürstenau

Zimmermann

et al. 2018

International Journal of IT/Business Alignment and Governance

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Research on Shadow IT is facing a conceptual dilemma in cases where previously “covert” systems developed by business entities are integrated in the organizational IT management. These systems become visible, are thus not “in the shadows” anymore, and subsequently do not fit to existing definitions of Shadow IT. Practice shows that some information systems share characteristics of Shadow IT but are created openly in alignment with the IT organization. This paper proposes the term “Business-managed IT” to describe “overt” information systems developed or managed by business entities and distinguishes it from Shadow IT by illustrating case vignettes. Accordingly, our contribution is to suggest a concept and its delineation against other concepts. In this way, IS researchers interested in IT originated from or maintained by business entities can construct theories with a wider scope of application that are at the same time more specific to practical problems. In addition, the terminology allows to value potentially innovative developments by business entities more adequately.

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Section: Phenomenon and Terminologymentioning

confidence: 99%

Shadow IT and Business-Managed IT

Kopper

Fürstenau

Zimmermann

et al. 2018

International Journal of IT/Business Alignment and Governance

View full text Add to dashboard Cite

show abstract

“…Furthermore, its focus is on individual users rather than whole BUs. "Workarounds" (Alter 2014) primarily describe goal-driven adaptations or modification of existing socio-technical systems without changing their overarching architecture (Lund-Jensen et al 2016). "Decentralized IT" (Winkler and Brown 2014b) represents multiple divisional IT units separate from BUs.…”

Section: Shadow Itmentioning

confidence: 99%

From Shadow IT to Business-managed IT: a qualitative comparative analysis to determine configurations for successful management of IT by business entities

Kopper

Westner

Strahringer

2020

Inf Syst E-Bus Manage

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Shadow IT describes covert/hidden IT systems that are managed by business entities themselves. Additionally, there are also overt forms in practice, so-called Businessmanaged IT, which share most of the characteristics of Shadow IT. To better understand this phenomenon, we interviewed 29 executive IT managers about positive and negative cases of Shadow IT and Business-managed IT. By applying qualitative comparative analysis (QCA), we derived four conditions that characterize these cases: Aligned, local, simple, and volatile. The results show that there are three sufficient configurations of conditions that lead to a positive outcome; one of them even encompasses Shadow IT. The most important solution indicates that IT systems managed by business entities are viewed as being positive if they are aligned with the IT department and limited to local requirements. This allows to balance local responsiveness to changing requirements and global standardization. In contrast, IT systems that are not aligned and permanent (and either organization-wide or simple) are consistently considered as negative. Our study is the first empirical quantitativequalitative study to shed light on the success and failure of Shadow IT and Businessmanaged IT.

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“…(Andersen, 2007) When the performance level of a process decreases over time, some employees adopt workarounds to circumvent their obstacles (Ventura Marttins & Zacarias, 2017). Researchers define these workarounds as "informal temporary practices for handling exceptions to a normal workflow" (Lund-Jensen, et al, 2016). Such temporary methods often turn into permanent workarounds to survive in everyday life with an increasing workload and outdated processes.…”

Section: Literaturementioning

confidence: 99%

Evaluation of Lean Business Process Improvement Methodology

Måren

Müller

Syverud

2020

INCOSE International Symp

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Industry trends such as lean manufacturing have proven to work effectively in removing waste and improving the efficiency and effectiveness of production processes in manufacturing companies. The business processes within some manufacturing companies tend to lack the same attention as the production processes, however. This research explored the value of using the GKN lean business process improvement (BPI) methodology for improving business processes at GKN Aerospace Norway (GAN), an aerospace manufacturing company located in Norway. The method aims to identify and reduce waste by mapping the current state of a selected process, suggest a future state with less waste, generate an action list for changes, and a plan for implementation of the proposals made. During this study, the method showed to be successful at improving the efficiency in 7 out of 8 of the processes adopted. The research also found that employees at GAN respond favorably to BPI initiatives but that better preparation prior to each BPI workshop could further improve the effectiveness of the method.

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Feral Information Systems, Shadow Systems, and Workarounds – A Drift in IS Terminology

Cited by 17 publications

References 8 publications

Shadow IT and Business-Managed IT

Shadow IT and Business-Managed IT

From Shadow IT to Business-managed IT: a qualitative comparative analysis to determine configurations for successful management of IT by business entities

Evaluation of Lean Business Process Improvement Methodology

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