Horizontal Allocation of Decision Rights for On-Premise Applications and Software-as-a-Service

Winkler, Till J.; Brown, Clair

doi:10.2753/mis0742-1222300302

Cited by 80 publications

(70 citation statements)

References 41 publications

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“…For instance, Benlian et al (2009) find that technical specificity has the strongest effect on large enterprises because large enterprises tend to have complex, highly specific business processes in place that are supported by fragmented IT infrastructures with legacy systems and (Bernnat et al, 2012), open interfaces, interoperability, and custom-built mash-ups of cloud services enable customers to build highly specific solutions that may reduce the negative influence of technical specificity in the CC context. The market for SaaS is growing, and external business applications are increasingly provided externally (Winkler and Brown, 2013). Organizations are able to use cloud services even for complex enterprise software, such as enterprise resource planning or customer relationship management.…”

Section: Asset Characteristicsmentioning

confidence: 99%

“…Each stakeholder group shapes the decision process and outcome; engages in different activities, possesses specific decision rights, responsibilities, and information needs; and pursues a unique set of goals (Webster and Wind, 1972;Howcroft and Light, 2010;Bidwell, 2012;Harnisch et al, 2013;Winkler and Brown, 2013). For instance, a legal department may require different information and may have different requirements for cloud services than an IT department or the business unit (Schneider et al, 2014).…”

Section: Implications For Researchmentioning

confidence: 99%

“…C loud computing (CC) changes how organizations manage their IT landscape, challenges traditional IT governance approaches, and requires organizations to adjust their sourcing processes (Yanosky, 2008;Armbrust et al, 2010;Winkler and Brown, 2013;Ragowsky et al, 2014). With CC, organizations can gain on-demand network access to a shared pool of managed and scalable IT resources, such as servers, storage, and applications (Mell and Grance, 2011).…”

Section: Introductionmentioning

confidence: 99%

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Determinant Factors of Cloud-Sourcing Decisions: Reflecting on the IT Outsourcing Literature in the Era of Cloud Computing

Schneider

Sunyaev

2016

Journal of Information Technology

212

151

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Cloud computing (CC) is an emerging form of IT outsourcing (ITO) that requires organizations to adjust their sourcing processes. Although ITO researchers have established an extensive knowledge base on the determinant factors that drive sourcing decisions from various theoretical perspectives, the majority of research on cloud-sourcing decisions focuses on technological aspects. We reviewed the CC and ITO literature and systematically coded the determinant factors that influence sourcing decisions. We show that most determinant factors of sourcing decisions in the ITO context remain valid for the CC context. However, the findings for some factors (i.e., asset specificity, client firm IT capabilities, client firm size, institutional influences, and uncertainty) are inconclusive for the CC and ITO contexts. We discuss how the peculiarities of CC can explain these inconclusive findings. Our results indicate that CC researchers should draw from research on ITO decision making but re-examine ITO concepts in the light of the peculiarities of CC, such as the differences between software and infrastructure services, the self-service procurement of cloud services, or the evolving role of IT departments. By summarizing determinant factors of cloud-sourcing decisions for consideration in future research, we contribute to the development of endogenous theories in the IS domain.

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Section: Asset Characteristicsmentioning

confidence: 99%

Section: Implications For Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Determinant Factors of Cloud-Sourcing Decisions: Reflecting on the IT Outsourcing Literature in the Era of Cloud Computing

Schneider

Sunyaev

2016

Journal of Information Technology

212

151

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“…By shadow systems, we refer to autonomous software systems or extensions to existing systems that a central IT department neither develops nor controls (Behrens, 2009;Fürstenau & Rothe, 2014;Zimmermann, Rentrop, & Felden, 2014). Shadow systems and related terms 1 have increasingly grown in practical and academic attention due to the emergence of cloud computing (Mell & Grance, 2011;Müller, Holm, & Søndergaard, 2015), softwareas-a-service (Winkler & Brown, 2013), bring-your-own-device (BOYD) programs (Miller, Voas, & Hurlburt, 2012), IT-related workarounds (Alter, 2014), low-entry programming in spreadsheets (Leon, Abraham, & Kalbers, 2010), and other important trends in the technological landscape toward decentralized and userdriven computing innovations (Györy, Cleven, Uebernickel, & Brenner, 2012).…”

Section: Introductionmentioning

confidence: 99%

Shadow Systems, Risk, and Shifting Power Relations in Organizations

Fürstenau¹,

Rothe²,

Sandner³

2017

CAIS

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Abstract:Drawing on notions of power and the social construction of risk, we build new theory to understand the persistence of shadow systems in organizations. From a single case study in a mid-sized savings bank, we derive two feedback cycles that concern shifting power relations between business units and central IT associated with shadow systems. A distant business-IT relationship and changing business needs can create repeated cost and time pressures that make business units draw on shadow systems. The perception of risk can trigger an opposing power shift back through the decommissioning and recentralization of shadow systems. However, empirical findings suggest that the weakening tendency of formal risk-management programs may not be sufficient to stop the shadow systems cycle spinning if they fail to address the underlying causes for the emergence of shadow systems. These findings highlight long-term dynamics associated with shadow systems and pose "risk" as a power-shifting construct.

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“…One article proposed an IT governance (ITG) model for partnering and value co-creation (Karayilan, 2013), another investigated implementing and continually improving ITG (ISACA, 2010), yet another gave only an overview of the impact of this technology on the IT leadership (Khan, 2012). Since the allocation of IT decision rights between IT units and business units remains an important IT governance challenge, Winkler and Brown (2013) addressed this at the application level, including the governance of applications delivered on premise versus those delivered with a softwareas-a-service (SaaS) model. These search results revealed that, there is no research conducted to guide practitioners on the allocation of the roles and responsibilities of staff, for resources that have migrated to the cloud.…”

mentioning

confidence: 99%

IT controls in the public cloud: Success factors for allocation of roles and responsibilities

Khan

Nicho

Takruri

2016

Journal of Information Technology Case and Application Research

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Horizontal Allocation of Decision Rights for On-Premise Applications and Software-as-a-Service

Cited by 80 publications

References 41 publications

Determinant Factors of Cloud-Sourcing Decisions: Reflecting on the IT Outsourcing Literature in the Era of Cloud Computing

Determinant Factors of Cloud-Sourcing Decisions: Reflecting on the IT Outsourcing Literature in the Era of Cloud Computing

Shadow Systems, Risk, and Shifting Power Relations in Organizations

IT controls in the public cloud: Success factors for allocation of roles and responsibilities

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