IT-Organisation in der digitalen Transformation

Schröder, Hinrich; Müller, Arno

doi:10.1007/978-3-658-18645-6

Cited by 4 publications

(8 citation statements)

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“…The change objectives are three-fold: (1) The blueprint aims to embed "shadow IT" as a core function of the business into a future IT sourcing ecosystem where necessary; (2) the blueprint takes C.A.S.E. into account and empowers business functions with all IT competencies they need for their value creation; (3) Corporate IT is empowered with the competencies and authority to orchestrate and govern an enterprise-wide IT sourcing ecosystem.7.3 Blueprint for the Transition of IT Sourcing: Strategy for ChangeThis research study supports the general perspectives put forward by some authorsSchröder & Müller, 2017) concerning the changing role of IT. In contrast to the the implied disappearance of Corporate IT, this study argues for a controlled shift of IT sourcing into the business functions to a certain extent, combined with a realignment of IT responsibilities and roles between Business and Corporate IT for sourcing related tasks.Any changes in IT sourcing have implications for Corporate IT.…”

supporting

confidence: 81%

“…The literature consistently points out that the role of the IT organisation and the CIO in the company should be re-defined. Authors such as Ahlemann and Urbach (2016), Alt et al (2020), Châlons and Dufft (2016), Koch et al (2016), Schröder and Müller (2017), Urbach and Ahlemann (2016), and Urbach and Ahlemann (2017) have addressed digitalisation-driven aspects of the design of a future IT organisation.…”

Section: The Future Of Corporate Itmentioning

confidence: 99%

“…The barriers to this are becoming lower and lower due to easily accessible cloud services and user-friendly development environments (Kopper et al, 2018). Schröder and Müller (2017) understood the term "IT organisation" holistically. The subject matter is the tasks associated with the use of IT, which are assigned to specific task holdersregardless of whether the task holders are located in the business area, the IT department or with external partners, and regardless of whether the IT is in the product, in customer interaction or in internal processes.…”

Section: The Future Of Corporate Itmentioning

confidence: 99%

“… using various hypotheses and scenarios (Schröder & Müller, 2017;;  discussing the role of the CIO (e.g. Liebe 2020);  raising the question: who actually leads IT in a digitised company?…”

Section:  mentioning

confidence: 99%

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Evolving IT Sourcing Strategies in the German Automotive Industry: A Blueprint for Managing Transition

Felser¹

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This thesis examines how and why the German automotive industry is changing IT sourcing strategies in response to the implications of digital transformation. Due to megatrends such as decarbonisation and digitalisation, the industry is undergoing its greatest transformation in its existence. The future success of the industry depends heavily on the level of digital innovation, for which IT sourcing is becoming a strategic function to provide critical capabilities and resources. The industry has made a strategic shift and recognised software as a key technology that will dictate long-term success in global markets. Transformation processes have begun to span the areas of digital processes and automation, connected cars, and mobility services to facilitate software-enabled automotive companies. This is leading to new IT sourcing models in a variety of configurations. This research is based on the constructivist perspective, with its associated interpretative research methodology. The thesis centres on a single-case study of the German automotive industry as a whole, where a change in the ratio between insourcing and outsourcing has a significant impact on in-house employment and third-party business operations. The approach is qualitative and started with an online survey for framing areas of discussion for the subsequent 19 semi-structured interviews with IT managers and sourcing experts. The analysis of the findings resulted in 15 emerging themes and the development of a blueprint for the transitioning of IT sourcing management, requiring a redistribution of IT responsibilities between Business and Corporate IT. The blueprint contributes to both theory and practice. The principles for a reallocation of IT sourcing responsibilities and the resultant organisational consequences are set out. The blueprint can be set alongside existing models of sourcing transition, and acts as a guide for practitioners in the automotive sector charged with overseeing change in sourcing management in the digital era.

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supporting

confidence: 81%

Section: The Future Of Corporate Itmentioning

confidence: 99%

Section: The Future Of Corporate Itmentioning

confidence: 99%

Section:  mentioning

confidence: 99%

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Evolving IT Sourcing Strategies in the German Automotive Industry: A Blueprint for Managing Transition

Felser¹

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“…More pointedly, Bergmann [23] (p. 370) claimed that "the IT department in the classical form is an obsolete model", and Urbach and Ahlemann [24] concluded that digital transformation would lead to fundamental changes in process, personnel and cultural aspects of organisations. The terms "IT organization" or "IT function" usually refer to a corporate IT department led by the CIO, but Schröder and Müller [25] view this more holistically. The subject matter is the tasks associated with the use of IT, which are assigned to specific task holders-regardless of whether the task holders are located in the business area, the IT department or with external partners.…”

Section: The Future Of the It Functionmentioning

confidence: 99%

Digitalisation and Change in the Management of IT

Wynn,

Felser

2023

Computers

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As digitalisation sweeps through industries, companies are having to deal with the resultant changes in business models, core processes and organisational structures. This includes the reassessment of the role of the IT department, traditionally the guardians of technology standards and providers of corporate systems and infrastructure, and their ongoing maintenance. This article investigates this dynamic in two research studies. Study 1 focuses on the German automotive industry and adopts a qualitative inductive approach based on interviews with IT practitioners to ascertain the key aspects of digitalisation impacting the industry and to chart the emergence of a new model for the management of IT. Study 2 then reviews the deployment of digital technologies in other industry sectors via questionnaire responses from senior IT professionals in eight organisations. The results suggest that the transfer of IT roles and responsibilities to business functions, evident in the German automotive industry, is being replicated in other organisations in which digital technologies are now embedded in an organisation’s products or services. This article concludes with a model for cross-referencing the role of the IT function with the impact of digital technologies, representing a contribution to the growing literature on digital technology deployment in organisations.

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