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Illustration for: How can organizations define and select performance indicators for collaborative business networks?

Key question

How can organizations define and select performance indicators for collaborative business networks?

Managing Performance in Collaborative Networks: A Method for Defining Key Performance Indicators for Collaborative Business Models
van de Ven, Machado, Aysolmaz, et al. · Business & Information Systems Engineering · 2026

Operations & Supply Chain

What it means for you
  • CIO / IT Executive On Monday morning, initiate a pilot project to apply the three-step KPI definition method to one specific collaborative network your organization participates in, focusing on identifying and documenting initial network-level KPIs using your existing data infrastructure.
  • IT Manager On Monday morning, schedule a working session with a key business stakeholder from a collaborative project to begin the 'KPI specification' step of the research method, focusing on articulating the desired outcomes for that specific collaboration.
  • Business Strategist On Monday morning, review the research's findings on differentiating KPI scopes and draft a preliminary list of potential network, subnet, and actor-level KPIs for a newly forming collaborative initiative.
  • Researcher On Monday morning, begin designing a case study to apply and further refine the proposed KPI definition method within a new collaborative business scenario, focusing on the 'multi-criteria KPI selection' and 'attribute operationalization' steps.
  • Policymaker On Monday morning, identify a specific public-private collaborative initiative and begin exploring how the research's approach to KPI definition could be adapted to measure its network-wide alignment and individual actor contributions effectively.
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Illustration for: How can AI governance be adapted to fit local cultural and ethical values around the world?

Key question

How can AI governance be adapted to fit local cultural and ethical values around the world?

Toward Cultural–Ethical Fit in AI Governance: A Global Typology of Governance Profiles
Symeonidis, Schneider, Nikiforova · ECIS · 2026

Cybersecurity & Privacy

What it means for you
  • CIO / IT Executive On Monday morning, schedule a 30-minute deep dive with your legal and ethics teams to identify which of the eight AI governance profiles identified in the research most closely aligns with your organization's current AI development and deployment practices, and flag any immediate misalignments.
  • IT Manager On Monday morning, initiate a review of your team's current AI project documentation and development methodologies, specifically looking for instances where decisions about fairness, transparency, or accountability might have been implicitly influenced by a single cultural perspective (e.g., U.S.-centric) and note them for further discussion.
  • Business Strategist On Monday morning, begin analyzing your organization's key international markets and identify the primary cultural value orientations that characterize them, then cross-reference this with the meta-tensions (social justice vs. economic competitiveness, autonomy vs. security) to anticipate potential governance friction for upcoming AI initiatives.
  • Researcher On Monday morning, begin drafting a short literature review outline focusing on how cultural value orientations (e.g., individualism vs. collectivism) have historically shaped the adoption and regulation of other transformative technologies (e.g., the internet, biotechnology) to draw parallels with AI governance.
  • Policymaker On Monday morning, review the 'diagnostic decision framework' mentioned in the research, and identify one specific AI guideline (e.g., data privacy regulations) that your jurisdiction currently applies universally, then brainstorm how to adapt its interpretation to better fit the dominant cultural value orientations of your primary constituent groups.
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Illustration for: What roles can generative AI play in data quality management, and how should leaders govern them?

Key question

What roles can generative AI play in data quality management, and how should leaders govern them?

A Typology For Responsible Delegation Of Data Quality Management To Generative AI
Roht, Nikiforova, Lefebvre · ECIS · 2026

Data Analytics & Big Data

What it means for you
  • CIO / IT Executive On Monday morning, initiate a review of your organization's current DQM tool landscape to identify which, if any, are actively experimenting with or have integrated GenAI capabilities, and schedule a follow-up meeting with the IT Manager to discuss initial findings and potential pilot opportunities based on the 'Translator' role.
  • IT Manager On Monday morning, dedicate an hour to review the existing data quality rulebooks and documentation within your team's purview, noting down specific areas where natural language descriptions of data quality issues or desired rules are prevalent, to prepare for a discussion with the CIO/IT Executive about the potential application of the 'Translator' GenAI role.
  • Business Strategist On Monday morning, identify one critical business process that is currently hampered by data quality issues and then, using the 'Explainer' GenAI role as a conceptual framework, draft three potential narrative-style questions you would ask an AI about the root causes and impact of these data quality problems to present to stakeholders.
  • Researcher On Monday morning, begin by outlining a research proposal to investigate the effectiveness and potential biases of GenAI 'Resolver' roles in correcting common data anomalies within a specific industry domain, drawing upon the governance guidelines related to mandatory human validation for high-impact actions.
  • Policymaker On Monday morning, begin drafting a preliminary policy document that outlines the principle of 'retained human accountability' for any data quality decisions made or influenced by GenAI within the organization, focusing on the need for clear audit trails and oversight for 'Resolver' and 'Integrator' roles.
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Illustration for: How do virtual worlds help people with lifelong disabilities move from social isolation to social inclusion?

Key question

How do virtual worlds help people with lifelong disabilities move from social isolation to social inclusion?

Affordance-Based Pathway Model of Social Inclusion: A Case Study of Virtual Worlds and People With Lifelong Disability
Stendal, Sein, Thapa · Journal of the AIS · 2026

Cloud & Infrastructure

What it means for you
  • CIO / IT Executive On Monday morning, task your accessibility team to conduct an initial assessment of our current platform's 'communicability' features (e.g., real-time chat, group messaging, avatar-based interaction quality) against the research's identified functional affordances to understand potential barriers and opportunities for individuals with disabilities.
  • IT Manager On Monday morning, schedule a 30-minute working session with your frontline support staff to review existing user feedback logs for mentions of difficulty with navigation, communication, or customization within our virtual environment, specifically looking for patterns that might align with limitations in perceived 'mobility' or 'personalizability' affordances.
  • Business Strategist On Monday morning, initiate a competitive analysis focusing on how emerging virtual platforms or digital communities are leveraging 'engageability' and 'self-actualizability' affordances to foster user connection and content creation, particularly noting any strategies that might appeal to or benefit users with disabilities.
  • Researcher On Monday morning, begin drafting a protocol for a pilot study within our organization's virtual world that focuses on measuring the impact of enhanced 'communicability' features on user-reported feelings of 'engageability' and 'self-actualizability' among a diverse user group, potentially including participants with disabilities.
  • Policymaker On Monday morning, convene a brief meeting with your advisory committee to discuss how current digital inclusion policies might be strengthened by explicitly incorporating the research's identified 'functional affordances' (communicability, mobility, personalizability) and 'social affordances' (engageability, self-actualizability) as measurable criteria for assessing technological accessibility and support for social participation.
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Illustration for: How do stakeholders' past negative experiences affect their trust and adoption of new technology?

Key question

How do stakeholders' past negative experiences affect their trust and adoption of new technology?

Yoga Sutra-Based Memory Analysis of Information Systems Implementation
Vaidya · Communications of the AIS · 2026

Data Analytics & Big Data

What it means for you
  • CIO / IT Executive On Monday morning, schedule a 30-minute discovery call with your Head of User Experience and your Chief Ethics Officer to brainstorm how to proactively identify and mitigate potential 'Samskara' (subliminal impressions) in upcoming system implementations by focusing on past negative stakeholder experiences.
  • IT Manager On Monday morning, review the last three system user feedback reports for any recurring themes related to distrust or negative past experiences, and flag the top two recurring issues to investigate further for potential 'Alambana' (external triggers) in your current system.
  • Business Strategist On Monday morning, draft a brief (one-page) internal memo to your team outlining the concept of 'Samskara' and its potential impact on technology adoption, and request them to identify one instance in recent projects where past negative impressions might have influenced user behavior.
  • Researcher On Monday morning, begin drafting the introduction to your next research paper by clearly articulating the gap in current information systems research regarding the lack of focus on individual cognitive variations and Eastern philosophical perspectives on memory, using the Yoga Sutra framework as your proposed solution.
  • Policymaker On Monday morning, initiate a discussion with your advisory board regarding the importance of embedding ethical and behavioral values into the design and implementation guidelines for all new government information systems, referencing the finding that failures often stem from a lack of adherence to these values, not culture.
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Illustration for: How do individual user behaviors and attitudes impact the business value generated from process mining?

Key question

How do individual user behaviors and attitudes impact the business value generated from process mining?

Unpacking the Role of Individuals in Process Mining: A Literature Review and Research Framework
Dyong, Franzoi, vom Brocke · ECIS · 2026

Operations & Supply Chain

What it means for you
  • CIO / IT Executive Initiate a data audit of the source pipelines feeding your enterprise process mining tools to eliminate data discrepancies, directly addressing the research finding that data inaccuracies severely undermine user trust and derail tool adoption.
  • IT Manager Add a mandatory 'Hypothesis-First' template to your team's process mining workflow on Monday morning, requiring analysts to document their specific diagnostic hypothesis before running queries to enforce structured behavior and reduce analysis duration.
  • Business Strategist Redesign the process mining ROI dashboard to measure actual business value outcomes (e.g., cost savings from process changes) rather than user log-in frequency, linking individual analytical insights directly to operational KPIs.
  • Researcher Draft a research design for a longitudinal study tracking 20 process mining analysts over six months to capture the sequential and temporal dynamics of user affect and trust, directly addressing the static limitations of current literature.
  • Policymaker Establish an internal organizational standard mandating that no department may deploy process mining software without integrating a formal training and methodological guidance program, ensuring compliant and high-quality data execution.
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Illustration for: How does continuous digital reporting affect emotional pressure, trust, and staff autonomy in childcare centers?

Key question

How does continuous digital reporting affect emotional pressure, trust, and staff autonomy in childcare centers?

When We Cannot Stop the Data Flow: The Emotional Life of Data in a Children’s Daycare Center
Püchel, Brandt · ECIS · 2026

Data Analytics & Big Data

What it means for you
  • CIO / IT Executive On Monday morning, reconfigure your enterprise communication and tracking platforms to aggregate non-critical status updates into a single daily digest at 4:00 PM, rather than allowing real-time push notifications, to actively break the expectation of continuous monitoring.
  • IT Manager On Monday morning, audit the daycare platform's dashboard interface and replace all default automatic 'No Data' warning flags or empty progress bars with a neutral status indicator to eliminate the false perception of operational risk during quiet hours.
  • Business Strategist On Monday morning, draft and distribute a 'Communication Cadence Agreement' to clients that explicitly sets the expectation of only two digital updates per day, actively framing this slower rhythm as a premium service feature that ensures staff are focused on active care rather than screens.
  • Researcher On Monday morning, draft a research proposal to conduct a comparative diary study of frontline workers in relationship-heavy sectors like eldercare, specifically measuring the psychological friction and time spent on 'situated compliance' tasks versus actual patient care.
  • Policymaker On Monday morning, draft a policy amendment for child and eldercare labor standards that prohibits the use of real-time telemetry and continuous digital logging frequency as metrics for assessing staff performance and regulatory compliance.
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Illustration for: How should teams structure initial challenges to successfully launch AI projects?

Key question

How should teams structure initial challenges to successfully launch AI projects?

The Anatomy of a Design Challenge for Initiating AI Innovation
Röckel, van Giffen, Janson, et al. · ECIS · 2026

Cloud & Infrastructure

What it means for you
  • CIO / IT Executive Mandate that all upcoming AI project proposals use a standardized 'Design Challenge' charter template structured around the 4 robust elements (verb, object of innovation, target group, context) and 3 plastic elements (internal data, technology, potential), explicitly forbidding teams from locking in a rigid technical architecture in their initial pitch.
  • IT Manager Gather your interdisciplinary project team for a 60-minute workshop on Monday morning to co-create a 'Design Challenge' statement, explicitly defining the stable 'robust' elements to align the business and tech members, while leaving the 'plastic' elements (like specific data sources and AI models) open as flexible targets to be negotiated as the project progresses.
  • Business Strategist Review your company's AI project portfolio on Monday morning and intentionally rewrite the 'object of innovation' for each project: frame them as 'modular' if you need predictable, incremental improvements, or rewrite them as 'space-based' (e.g., focused on broad capabilities) if you want to push the team toward radical, disruptive business model innovation.
  • Researcher Update your qualitative coding scheme for ongoing field studies of AI adoption to track how frequently and at what project stages teams modify the 'plastic' elements (internal data, technology, potential) versus the 'robust' elements of their project charters to measure the empirical threshold where technological uncertainty triggers project misalignment.
  • Policymaker Revise the application guidelines for the upcoming public AI innovation grant cycle to replace rigid 'technical specifications' requirements with a mandatory 'Design Challenge' framework, scoring applicants on the clarity of their robust elements (target group, context) and the adaptive flexibility of their plastic elements (data and technology integration plans).
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Illustration for: How can educators effectively teach modern industrial software skills without expensive physical equipment?

Key question

How can educators effectively teach modern industrial software skills without expensive physical equipment?

Towards Design Principles for Teaching Industry 4.0 Competencies to CS/IS Students
Salcher · ECIS · 2026

Operations & Supply Chain

What it means for you
  • CIO / IT Executive Direct your enterprise architecture team to draft a transition plan to replace physical IT hardware training labs with virtualized, containerized sandbox environments (e.g., Docker/Kubernetes) to reduce infrastructure costs and align onboarding with modern Industry 4.0 software architectures.
  • IT Manager Review the programming prerequisites of your junior developers and assign them a structured, hands-on troubleshooting task using a containerized microservice mock-up on Monday morning to assess their readiness for complex Industry 4.0 integration projects.
  • Business Strategist Reallocate a portion of next quarter's talent development budget away from high-cost physical equipment training and toward scalable, software-based virtual simulators to cost-effectively build digital twin and data architecture competencies.
  • Researcher Draft a research proposal to conduct a multi-institution comparative study on these eight design principles, incorporating objective pre- and post-intervention technical testing rather than relying on subjective student feedback to measure competency gains.
  • Policymaker Create a state-level educational grant initiative that incentivizes higher education institutions to update computer science curricula with virtualization-based Industry 4.0 frameworks, shifting funding priority away from physical learning factories.
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Illustration for: What competing tensions and trade-offs do leaders face when guiding national quantum computing ecosystems?

Key question

What competing tensions and trade-offs do leaders face when guiding national quantum computing ecosystems?

Orchestration Paradoxes in National Quantum Computing Innovation Ecosystems
Taipale, Tyrväinen, Tuunanen, et al. · ECIS · 2026

Operations & Supply Chain

What it means for you
  • CIO / IT Executive Schedule a 9:00 AM meeting with your lead enterprise architect to audit your current quantum-readiness roadmap, establishing a formal policy that divides software development and hardware access investments 50/50 to hedge against the performance tension of committing prematurely to a single unproven hardware stack.
  • IT Manager Create a bi-weekly 1-hour 'Quantum Cross-Training' slot in your team's calendar starting this Friday, pairing your specialized quantum physics PhDs with your generalist cloud engineers to address the learning tension between narrow technical specialization and broad-based systems integration.
  • Business Strategist Perform a revenue dependency audit to calculate the percentage of your quantum business unit's funding derived from state grants versus commercial clients, and draft a pitch deck for two private-sector pilots to actively transition away from 'godfather' state-funding reliance.
  • Researcher Draft a pre-competitive collaboration agreement template to send to a peer researcher at a competing institution, outlining a shared framework for baseline algorithm testing while clearly defining IP boundaries to manage the tension of collaboration versus resource competition.
  • Policymaker Draft a revision for the upcoming national quantum funding round guidelines that introduces a 'co-investment requirement,' mandating that state-funded consortia secure at least 25% of their budget from private corporate buyers to counter the 'godfather' dependency paradox.
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Illustration for: How do communities use social media to support mental health recovery during natural disasters?

Key question

How do communities use social media to support mental health recovery during natural disasters?

Digital Mental Health Resilience During Natural Disasters: A Scoping Review and Research Agenda
Islam, Marx, Liu, et al. · ACIS · 2025

Cloud & Infrastructure

What it means for you
  • CIO / IT Executive On Monday morning, schedule a brief exploratory meeting with your innovation team to assess existing social media monitoring tools and identify potential enhancements for detecting and analyzing distress signals and misinformation during simulated disaster scenarios.
  • IT Manager On Monday morning, review the current moderation policies for any public-facing community forums or social media channels managed by your organization, and identify specific criteria related to 'vulnerability-sensitive content' that could be integrated into moderation guidelines.
  • Business Strategist On Monday morning, initiate a conversation with your communications and marketing teams to explore how your organization's social media presence could be adapted to proactively offer mental health resources or foster supportive community interactions, especially in light of potential regional disaster risks.
  • Researcher On Monday morning, begin drafting a concise summary of the 'vulnerability-sensitive channels' and 'cross-sector coordination' findings from this review, identifying specific examples or hypothetical scenarios where these could be applied to digital mental health resilience research.
  • Policymaker On Monday morning, draft a short memo to your relevant department heads, flagging the research finding on 'communities actively curate content and self-regulate online spaces' and suggesting a brief discussion on how public digital platforms could be better designed or supported to facilitate this self-regulation for mental health resilience during crises.
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Illustration for: How do public discussions on social media shift across different stages of a prolonged health crisis?

Key question

How do public discussions on social media shift across different stages of a prolonged health crisis?

A Multi-Method Analysis of the Evolution of Social Media Discourse in Prolonged Crises: through the Lens of Crisis and Emergency Risk Communication (CERC)
Jiang, Gupta, Li · AIS SIGDSA Symposium · 2025

Data Analytics & Big Data

What it means for you
  • CIO / IT Executive On Monday morning, direct your data science team to explore leveraging sentiment analysis and topic modeling tools to categorize incoming social media data related to ongoing public health issues, enabling proactive identification of shifting public concerns.
  • IT Manager On Monday morning, schedule a brief meeting with your social media monitoring team to review the existing dashboards and identify if they can be reconfigured to visually highlight shifts in discussion topics and the interconnectedness of conversations, aligning with the research's emphasis on phase-tailored messaging.
  • Business Strategist On Monday morning, initiate a brainstorming session with your communications and marketing teams to consider how your organization's messaging can adapt to different phases of a prolonged public health crisis, drawing parallels from the COVID-19 discourse shifts identified in the research.
  • Researcher On Monday morning, begin outlining a research proposal that analyzes social media discourse in another prolonged crisis (e.g., climate change, economic instability) using a similar multi-method approach to the one described, focusing on mapping public concerns onto relevant communication frameworks.
  • Policymaker On Monday morning, task your policy analysis unit with reviewing existing crisis communication guidelines and recommend updates to incorporate phase-specific strategies informed by the research on evolving social media discourse, particularly concerning anxiety mitigation and misinformation countering.
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Illustration for: How can practitioner researchers overcome the divide between academia and industry to create real-world impact?

Key question

How can practitioner researchers overcome the divide between academia and industry to create real-world impact?

Boundary Spanning and Practical Impact in IS Research: A Bourdieusian Analysis
McCarthy, Scholta, Hausvik, et al. · Information Systems Journal · 2025

Operations & Supply Chain

What it means for you
  • CIO / IT Executive On Monday morning, schedule a 30-minute meeting with your direct reports to initiate a 'practice impact review' focused on one ongoing IS project. Ask each person to identify one specific academic insight or research finding from a recent external study or internal research initiative that could be directly applied to improve that project's current proof-of-concept or proof-of-value stage, and assign them to explore this application by end of week.
  • IT Manager On Monday morning, identify one specific, recent academic paper or conference proceeding relevant to a current team challenge. Forward this paper to your team with a concise note asking for a brief, 1-2 sentence summary of its most practical takeaway and how it *might* apply to your current proof-of-value stage objective by Tuesday afternoon.
  • Business Strategist On Monday morning, review the key performance indicators (KPIs) of one strategic business initiative currently underway. Identify which KPIs are not meeting expectations and, using the 'proof-of-value' framework, draft a one-page hypothesis on how a novel IS application or process, potentially informed by academic research, could demonstrably improve these specific KPIs within the next quarter.
  • Researcher On Monday morning, select one recent academic publication where you are the lead author and identify its 'proof-of-use' stage potential. Draft a single-slide executive summary that articulates the core problem addressed, the practical solution proposed, and one tangible benefit for a specific industry practitioner role (e.g., IT manager, business analyst), and share it with three relevant practitioner contacts for feedback by Wednesday.
  • Policymaker On Monday morning, review the current grant application criteria for technology innovation funding. Identify if and how 'demonstrable practical impact' is explicitly assessed, and draft a brief proposal to incorporate a specific requirement for applicants to detail their strategy for achieving 'proof-of-value' or 'proof-of-use' within a defined timeframe, alongside theoretical contributions.
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Illustration for: What drives users to stay engaged with location-based games and build real-world communities?

Key question

What drives users to stay engaged with location-based games and build real-world communities?

Gamification for Community Building: Click to Shake Hands
Al Thani, Aoun, Vatanasakdakul · PACIS · 2025

Cybersecurity & Privacy

What it means for you
  • CIO / IT Executive On Monday morning, allocate budget to pilot a location-based gamified application in one of our company's facilities, specifically focusing on fostering cross-departmental collaboration by integrating 'location incentives' for shared project spaces.
  • IT Manager On Monday morning, schedule a meeting with your development team to discuss how to integrate elements like 'reward value' and 'achievement' into our existing internal communication platform to encourage more active participation and knowledge sharing.
  • Business Strategist On Monday morning, initiate a brainstorming session with your marketing and product teams to identify opportunities to leverage 'network influence' and 'herd behavior' in upcoming product launches or community outreach initiatives, perhaps by creating exclusive early-access groups.
  • Researcher On Monday morning, refine the survey instrument to include questions specifically measuring 'sense of belonging' and 'social motive' as distinct constructs, and prepare to recruit participants from diverse community groups for your next study.
  • Policymaker On Monday morning, direct your staff to research successful public policy initiatives that have used location-based incentives or gamification to encourage citizen engagement with local services or community events, and identify potential applications for our jurisdiction.
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Illustration for: How can universities better organize themselves to adapt and deliver effective online learning?

Key question

How can universities better organize themselves to adapt and deliver effective online learning?

Improving Self-Organization Capability in e-Learning using Soft System Methodology: A Case from Indonesia
Hapsari, Sensuse, Santoso, et al. · ICIS · 2024

Data Analytics & Big Data

What it means for you
  • CIO / IT Executive On Monday morning, initiate a review of existing IT infrastructure and systems specifically identifying which ones are currently siloed and propose an initial phased approach (e.g., Phase 1: Integration of student information system with the learning management system) for breaking down these silos, with a preliminary timeline and resource estimate.
  • IT Manager On Monday morning, schedule a 30-minute check-in with a representative from the academic affairs department to discuss how existing IT systems can better support collaborative feedback mechanisms for course design, identifying one specific tool or feature that could be enhanced or implemented in the next sprint.
  • Business Strategist On Monday morning, draft a one-page outline for a multi-year e-learning strategy document, focusing on how to integrate the identified four core dimensions (strategic planning, personnel development, learning resource management, IT capability) into measurable objectives for the next academic year, and identify one key stakeholder group for initial feedback.
  • Researcher On Monday morning, begin compiling a list of existing open-dialogue platforms or communication channels within the university and identify two specific instances where they could be leveraged to facilitate cross-faculty discussions on e-learning best practices or challenges.
  • Policymaker On Monday morning, draft a memo to the academic senate proposing a pilot program for a collaborative feedback mechanism for course design, outlining the key benefits, the intended process, and requesting their endorsement to explore its feasibility further.
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Illustration for: How can location analytics be integrated into academic research and teaching to meet modern business needs?

Key question

How can location analytics be integrated into academic research and teaching to meet modern business needs?

Location Analytics in Information Systems: Opportunities for Research and Teaching
Erskine, Pick, Satpathy, et al. · Communications of the AIS · 2024

Data Analytics & Big Data

What it means for you
  • CIO / IT Executive On Monday morning, schedule a 30-minute meeting with your Head of Data Science and Head of Business Intelligence to discuss a pilot project integrating a basic spatial analysis layer (e.g., visualizing customer locations on a map) into one of your existing dashboards for a specific business unit.
  • IT Manager On Monday morning, identify one internal IT project or operational challenge (e.g., network outage analysis, data center resource allocation) that could potentially benefit from a spatial perspective, and research one readily available open-source geospatial tool (like QGIS) for initial exploration.
  • Business Strategist On Monday morning, review your current customer segmentation data and identify 2-3 key business questions that might be better answered by understanding the geographical distribution of your customers (e.g., optimal new store locations, targeted marketing campaigns by region).
  • Researcher On Monday morning, identify one of your current research projects and brainstorm 2-3 ways that incorporating spatial data or analysis (e.g., geographic clustering of events, spatial dependencies) could strengthen your theoretical contributions or add methodological rigor.
  • Policymaker On Monday morning, contact a representative from a local urban planning or environmental agency to inquire about any existing spatial datasets related to community infrastructure, resource distribution, or environmental impact that might be publicly accessible.
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Illustration for: How can business schools integrate location analytics into their curriculum and research to meet industry demand?

Key question

How can business schools integrate location analytics into their curriculum and research to meet industry demand?

Location Analytics in Information Systems: Opportunities for Research and Teaching
Erskine, Pick, Satpathy, et al. · Communications of the AIS · 2024

Data Analytics & Big Data

What it means for you
  • CIO / IT Executive On Monday morning, task your IT strategy team to identify one current business challenge (e.g., supply chain optimization, customer segmentation) that could be significantly improved by incorporating location data, and schedule a brief exploratory meeting to discuss potential pilot projects using spatial analysis tools.
  • IT Manager On Monday morning, identify one existing data set within your organization that has inherent spatial components (e.g., customer addresses, store locations, sensor readings) and initiate a conversation with a data analyst about how to visualize and query this data using basic geospatial techniques.
  • Business Strategist On Monday morning, review your current strategic plan and identify two key business objectives where understanding 'where' things happen or are located could provide a competitive advantage or unlock new opportunities, then brainstorm potential data sources for that 'where'.
  • Researcher On Monday morning, identify one of your ongoing or future research projects that currently lacks a spatial dimension and draft a brief proposal outline for how integrating location analytics could address a key limitation or open new avenues of inquiry, referencing specific spatial methods mentioned in the literature.
  • Policymaker On Monday morning, reach out to a representative from a local university's Information Systems or Geography department to inquire about potential collaborations or pilot programs for integrating location analytics into business curricula, focusing on areas relevant to local economic development or public services.
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Illustration for: How does adopting smart speakers change how consumers search for, buy, and consume digital content?

Key question

How does adopting smart speakers change how consumers search for, buy, and consume digital content?

The Voice of Commerce: How Smart Speakers Reshape Digital Content Consumption and Preferences
Son, Oh, Im · MIS Quarterly · 2023

Operations & Supply Chain

What it means for you
  • CIO / IT Executive On Monday morning, task your team with investigating integration points between existing VOD platforms and major smart speaker voice assistant APIs (e.g., Alexa, Google Assistant) to enable seamless content discovery and playback via voice commands.
  • IT Manager On Monday morning, analyze the current VOD platform's data infrastructure to identify how to track and log voice-initiated search queries and content playback events, distinguishing them from traditional remote control interactions.
  • Business Strategist On Monday morning, initiate a brainstorm session to explore new content promotion strategies that leverage voice-activated search, considering how to make titles more discoverable through natural language queries and conversational recommendations.
  • Researcher On Monday morning, begin outlining a follow-up study to quantify the correlation between specific conversational voice interactions (beyond simple search) and increased VOD content consumption, perhaps through A/B testing of voice-guided discovery features.
  • Policymaker On Monday morning, convene a working group to assess the potential implications of increased voice-activated content consumption on digital accessibility standards and to explore how to ensure equitable access to content across all user interfaces.
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Illustration for: How can digital experimentation platforms help city leaders make better, more adaptive urban sustainability policies?

Key question New

How can digital experimentation platforms help city leaders make better, more adaptive urban sustainability policies?

How to Cope with the Dynamics of Urban Sustainability: Urban Experimentation Platforms as Tools for Adaptive Policy-Making
Rehm, McLoughlin, Donnellan · ECIS · 2022

Operations & Supply Chain

What it means for you
  • CIO / IT Executive Audit current urban data platforms to ensure they include incoming feedback channels from local experimentation trials, rather than functioning solely as one-way broadcast tools.
  • IT Manager Configure dashboard alerts to aggregate and flag real-time stakeholder feedback and usage metrics from ongoing urban sustainability pilots.
  • Business Strategist Initiate a meeting with municipal authorities and local business ecosystem partners to design a recurring framework for collaborative problem-solving using platform data.
  • Researcher Apply system dynamics modeling to map the existing stakeholder feedback loops within your city's active urban experimentation platforms.
  • Policymaker Review the latest data reports from active local sustainability trials and draft a plan to update an existing municipal policy based on the trial results.
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Illustration for: What causes organizational inertia during digital transformation, and how does it block successful change?

Key question New

What causes organizational inertia during digital transformation, and how does it block successful change?

Understanding Inertia in Digital Transformation: A Literature Review and Multilevel Research Framework
Haskamp, Dremel, Marx, et al. · ICIS · 2021

Operations & Supply Chain

What it means for you
  • CIO / IT Executive Audit your portfolio for socio-technical legacy IT misalignments by scheduling a joint review with department heads to identify legacy systems anchoring obsolete business routines.
  • IT Manager Map your team's current project workflows against the five inertia attributes to pinpoint where cognitive and behavioral rigidity is slowing down daily software deployment.
  • Business Strategist Review the 12 documented inertia antecedents against your current transformation roadmap to identify which cultural and structural barriers threaten your upcoming business model renewal.
  • Researcher Formulate a new empirical study focusing on the interactions between individual-level cognitive inertia and organizational-level structural inertia during enterprise cloud migrations.
  • Policymaker Draft guidelines for state-backed digital grants that require organizations to explicitly account for socio-technical and cultural inertia mitigation strategies before receiving funding.
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