The Transformative Role of Bimodal IT in an Era of Digital Business

Haffke, Ingmar; Kalgovas, Bradley; Benlian, Alexander

doi:10.24251/hicss.2017.660

Cited by 85 publications

(136 citation statements)

References 15 publications

(27 reference statements)

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“…The question of how to increase speed and flexibility to be as adaptable and resilient while maintaining efficiency and reliability is of strategic importance to almost any company in times of digital transformation [2,3]. While previous research primarily focused on agile practices and structures as software development method or on bimodal IT [29,30,41,42], our research is motivated by the lack of empirical evidence on how traditional enterprises adopt and scale agile structures.…”

Section: Resultsmentioning

confidence: 99%

“…Against this background, bimodal IT relates to ambidexterity through the ability of managing two separate but coherent working styles: One focusing on exploration, the other on exploitation [28]. Companies engage in bimodal IT to increase IT agility, IT exploratory capabilities, and the need for a structured business-IT alignment [29,30].…”

Section: Bimodal It and Enterprise Agilitymentioning

confidence: 99%

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How Enterprises Adopt Agile Structures: A Multiple-Case Study

Gerster¹,

Dremel²,

Brenner³

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Increasing speed and flexibility is of strategic importance to almost any company in times of digital transformation. While startups or "born digital" companies are agile by nature, traditional companies are struggling with the question of how to increase organizational agility. Little knowledge exists about how enterprises adopt and scale agile practices and structures. This exploratory study with twelve global cases examines how traditional companies adopt and scale agile structures. We found that (1) agile structures are currently adopted by enterprises at large scale, (2) agile structures are adopted not only by IT, but also by business units, and (3) while Spotify's organization serves as a widespread template for a fully agile unit, enterprises adapt and fine-tune this template according to their needs and scale. Furthermore, we identified three additional models for fully agile structures where a fully agile unit with cross-product support is the most frequently observed model.

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Section: Resultsmentioning

confidence: 99%

Section: Bimodal It and Enterprise Agilitymentioning

confidence: 99%

How Enterprises Adopt Agile Structures: A Multiple-Case Study

Gerster¹,

Dremel²,

Brenner³

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

show abstract

“…During the exploitation state, the organization focuses on activities to improve efficiency and reduce variance, while in the exploration state, it concentrates on discovery and innovation activities [26]. In context of governing IT, this implies that an ambidextrous ITG is needed which should enable promoting IT function's ability to simultaneously explore new IT opportunities and innovations (IT exploration) as well as exploit existing IT resources and practices (IT exploitation) [27]. Thus, traditional hierarchical governance structures should be complemented by network-like governance structures that can react quickly to changes in the organization's environment.…”

Section: The Notion Of An Ambidextrous Itgmentioning

confidence: 99%

“…Especially, IT agility is considered to be a main driver of the IT function's ability to support digitization [29]. Conceived as an antecedent to organization agility, it encapsulates the ability of the IT function to sense opportunities to innovate and to respond rapidly to competitive actions from a larger repertoire of responses [27]. As such, new ITG and alignment mechanisms need to be developed and established to align a firm's strategic and operational activities with the digital and the traditional IT in a faster and more agile manner [30].…”

Section: The Agile Aspect Within Itgmentioning

confidence: 99%

Agility matters! Agile Mechanisms in IT Governance and their Impact on Firm Performance

Vejseli¹,

Rossmann²,

Connolly³

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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With significant advancements in digital technologies, firms find themselves competing in an increasingly dynamic business environment. It is of paramount importance that organizations undertake proper governance mechanisms with respect to their business and IT strategies. Therefore, IT governance (ITG) has become an important factor for firm performance. In recent years, agility has evolved as a core concept for governance, especially in the area of software development. However, the impact of agility on ITG and firm performance has not been analyzed by the broad scientific community. This paper focuses on the question, how the concept of agility affects the ITG-firm performance relationship. The conceptual model for this question was tested by a quantitative research process with 400 executives responding to a standardized survey. Findings show that the adoption of agile principles, values, and best practices to the context of ITG leads to meaningful results for governance, business/IT alignment, and firm outcome.

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“…The new digital technologies (such as blockchain, cloud computing, or the IoT) present both gamechanging opportunities and existential threats to established companies [30,62], as they have to be on the lookout for existing and upcoming disruptive technologies that impact, or even threaten, their existing business model. In this context digitalization has unleashed fundamental changes in almost all industries [71] and has emerged as a research priority in many academic disciplines, such as business research and IS research [42].…”

Section: Challenges For Established Companies In the Digital Agementioning

confidence: 99%

Behind the Blackbox of Digital Business Models

Ahmad¹,

Botzkowski²,

Klötzer³

et al. 2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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In recent years global competition has undergone significant change as a result of the increasing digitalization or digital transformation of business and society. New forms of value creation have emerged, particularly through the emergence of companies such as Google and Facebook, and other digital disruptors. As a result of these developments, established companies face the challenge of aligning their business model with the new circumstances. One way of doing this is digitalization of the existing business model or designing a completely new digital business model. In this context, however, there is no commonly accepted definition and understanding of the nature of digital business models representing the context of Industry 4.0, cyber-physical systems, and the Internet of Things. So, this work is based on a literature review to help understand the concept of a digital business model. With this contribution, we enable scientific added value for business model research and at the same time help business practice to understand exactly what a digital business model is and which levers of transformation need to be considered.

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The Transformative Role of Bimodal IT in an Era of Digital Business

Abstract: Abstract

Cited by 85 publications

References 15 publications

How Enterprises Adopt Agile Structures: A Multiple-Case Study

How Enterprises Adopt Agile Structures: A Multiple-Case Study

Agility matters! Agile Mechanisms in IT Governance and their Impact on Firm Performance

Behind the Blackbox of Digital Business Models

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