Leveraging digital technologies is a major concern for companies and has significant implications for their information technology (IT) functions. In many cases, a bi-modal IT function is established: a 'traditional IT' mode focusing on the stability and exploitation of existing IT resources and an 'agile IT' mode focusing on exploring new technologies.Whereas previous research has predominantly taken an organisational-level view of bi-modal IT by treating it as a single, aggregated entity, we provide a micro-foundations perspective on the intricate and paradoxical interrelationships between the two IT modes. Based on a multi-case study with companies from different industries and of varying sizes, we uncover nine core tensions between traditional IT and agile IT as manifestations of five underlying paradoxes. We also identify corresponding management practices to address these tensions and paradoxes. Our study contributes to Information Systems research by disaggregating bi-modal IT and capturing the tensions and their underlying paradoxes at the organisational and individual levels that bi-modal IT entails. By highlighting the intricate interdependencies between the traditional and agile IT modes, we show that bi-modal IT can be messier and more contested than previously anticipated. For practitioners, our study offers an overview of paradoxes and tensions that

Digital transformation is increasingly becoming a major concern for established companies. Part of the digital transformation is often the creation of new business models based on digital technologies, which do not replace the established business model but act as additional source of revenue. Two concurrent business models within one company creates the opportunity of synergies between these business models. However, knowledge on interactions between two business models, specifically digital and nondigital, remains in an embryonic stage. This multicase study, based on companies from various industries and size, addresses this shortcoming. Following the business model canvas and the theories of resource relatedness and complementarity, we show how both business models can propel each other thanks to value and cost synergies between them. Finally, we offer rich insights for practitioners on what type of synergies they can benefit from and present guidelines they can use to identify and unlock these synergies.

ZusammenfassungFührungskräfte erkennen zunehmend, wie wichtig digitale Geschäftsmodelle sind, um die digitale Transformation in Unternehmen mit bestehenden nicht-digitalen Geschäftsmodellen erfolgreich umzusetzen. Dennoch fehlt oft das Bewusstsein für Synergien, die durch koexistente digitale und nicht-digitale Geschäftsmodelle innerhalb desselben Unternehmens möglich sind. Unsere Studie hebt digitale Plattformen als entscheidende Mechanismen hervor, die es etablierten Unternehmen ermöglichen, diese Synergien zu nutzen. Wir identifizieren sechs Arten von Synergien zwischen nicht-digitalen und digitalen Geschäftsmodellen, die etablierten Unternehmen helfen, einen Mehrwert im Vergleich zu einer bloßen Koexistenz dieser Geschäftsmodelle zu schaffen. Darüber hinaus bilden wir diese Synergien auf die einzigartigen Merkmale und Dynamiken digitaler Plattformen ab. Der Artikel schließt mit Empfehlungen zur Freisetzung dieser Synergien entlang der verschiedenen Phasen der Geschäftsmodellentwicklung.

While prior research on gig work environments studied necessary technical skills for information systems development (ISD) professionals and how they can be developed, the improvement of non-technical skills (NTS) has been rarely explored. However, to successfully engage in the gig work economy, the need for strong NTS is increasing. Based on an experiential learning theory (ELT) perspective, we explore how ISD professionals engaging in the gig economy develop NTS by following grounded theory methodology. Our results are threefold: first, we identify crucial NTS for gig workers. Second, we uncover how these NTS are developed in different phases of adapting to working on gig economy platforms. Third, we reveal several strategies for thriving in the gig economy. Based on our findings we develop a process model of non-technical skill development and discuss this model in relation to implications for gig economy literature and practice.

Amongst the tremendous transformation of the financial services industry in recent years, robo-advisory has emerged as new technology and proven its potential to digitalize this industry. Robo-advisors grant their users access to wealth management services that were historically performed manually.In doing so, robo-advisors allow personalization of investment portfolios on an unprecedented scale.Simultaneously, investment decisions are inherently complex for average users. Understanding how personalization and complexity affect users is, therefore, crucial for robo-advisors. We examine these effects in an online experiment with a fictitious robo-advisor and 169 participants. Our results show that personalization lowers users' intention to invest, while complexity has a significant positive effect on users' investment intentions and attenuates the negative impact of personalization. We contribute to IS research by uncovering the intricate effects of combining complexity and personalization in digital environments that will gain importance with users facing increasingly complex digital products.