Purpose – The purpose of this paper is to identify the technological risks in the context of open source software (OSS) and suggest an integrative OSS risk taxonomy. Design/methodology/approach – The authors conducted an extensive literature review followed by expert interviews and applied the method for taxonomy development. Findings – This research has identified an integrative OSS risk taxonomy composed of 8 categories with 51 risk items. Originality/value – This taxonomy is a very useful tool for practitioners during the decision-making process when evaluating, assessing and calculating risks related to OSS adoption. Moreover, researchers can use it as a starting point for future studies to better understand the OSS phenomenon.

Abstract. Shadow IT is relatively new and emerging phenomenon which is bringing number of concerns and risks to the organizational security. Past literature has mostly explored the "negative" effects of the Shadow IT phenomenon, including, for example, the security aspect where Shadow systems are said to undermine the official systems and endanger organizational data flows. However, the question of how Shadow IT can contribute to leverage user's innovation has not been adequately addressed. We used three methods to understand if Shadow IT can be an important source of innovation for firms: 1) Single case study with international firm that adopted Shadow IT; 2) Interviews with 15 IT executives and 3) Focus group using twitter as enabling tool to interact with 65 IT professionals. We offer a new perspective on how Shadow IT practices can leverage user's innovation. The study offers novel insights on the role of Shadow users in the organizational innovation process and how they contribute to new innovations by using Shadow IT. Not only this user led innovation through Shadow IT brings positive outcomes for the employee, but it also reveals the path to follow for organizations to increase their innovation capabilities.

In 2011, the CEO of Atos, Thierry Breton, announced an unprecedented move for the company. The global information services giant would become a ‘zero’ email company with the objective of eradicating internal email use and replacing it with blueKiwi – enterprise social network software. This case serves to teach the challenges and key lessons behind the social collaboration transformation in a large organization where 76,000 employees switched to a new mode of collaboration. The approach of how to become a zero email company is detailed, highlighting the importance of the first-order and second-order change. The case helps to understand what it takes to shift organizational culture and employee mindset, as well as what challenges and barriers need to be overcome to make such an important step on a large organizational scale.

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