AIS Research Insights

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AI Processed Human Approved

How do technology projects affect local communities, and what determines whether they succeed or fail?

Devinder Thapa

Ethics-based ontology in ICT4D

2025

Key findings

Establishes an ethics-based ontology in ICT4D that shifts focus from instrumental views of technology to lived human experience and moral responsibility.
Demonstrates through the OLE Nepal case study how embedding technology into local educational ecosystems, national curricula, and teacher practices leads to sustainable success.
Reveals through the OLPC Peru case study how top-down, context-unaware technological implementations erode local agency and lead to project failure.
Highlights key implementation challenges, including translating abstract philosophical concepts into practical design metrics and addressing Eurocentric biases in technology evaluation.

What it means for you

CIO / IT Executive: On Monday morning, schedule a 30-minute meeting with your ICT4D project leads to introduce the concept of an 'ethics-based ontology' and ask them to identify one project where technology is deeply integrated into user workflows and cultural practices. Assign them to bring initial thoughts on how the project's impact on lived experience and moral agency could be assessed in the next project review.
IT Manager: On Monday morning, review the support tickets and user feedback logs from the last quarter for your current ICT4D deployment. Specifically, look for recurring issues that are not purely technical but seem to relate to user frustration, resistance to adoption, or a perception of technology not fitting their daily routines. Flag these for further investigation with your team.
Business Strategist: On Monday morning, identify your organization's most critical ICT4D initiative. Draft a brief memo outlining how you plan to evaluate its success not just on efficiency metrics but also on its impact on the dignity, agency, and cultural integrity of the end-users. Prepare to discuss this revised evaluation framework with your team by the end of the week.
Researcher: On Monday morning, revisit the 'implementation challenges' section of the research paper and select ONE challenge (e.g., translating abstract concepts into practical design metrics). Begin drafting a short (1-page) proposal for how you might operationalize this concept for a future ICT4D project you are involved in, focusing on a tangible measurement.
Policymaker: On Monday morning, review existing national or organizational guidelines for technology procurement and deployment in development contexts. Identify sections that address user impact, cultural sensitivity, or long-term sustainability. Draft a short list of questions to investigate how these existing guidelines could be strengthened to incorporate considerations of lived experience and moral responsibility for technology's impact.

ICT4D, being-in-the-World, ethics of responsibility, ontology, development, philosophy

AI Processed Human Approved

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

Faisal Al Thani, Chadi Aoun, Savanid Vatanasakdakul

Gamification for Community Building: Click to Shake Hands

Pacific Asia Conference on Information Systems (PACIS) · 2025

Key findings

Formulates a novel theoretical framework connecting technology adoption, gamification mechanics, external social influences, and intrinsic motivations to app stickiness and community engagement.
Identifies key drivers such as location incentives, perceived ease of use, reward value, achievement, network influence, herd behavior, social motive, and sense of belonging.
Establishes an empirical research design targeting over 1,000 active Pokémon GO players using Partial Least Squares Structural Equation Modeling (PLS-SEM).
Provides preliminary theoretical grounding for designing mobile gamified systems that promote social sustainability and persistent physical-world social interactions.

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.

Community Engagement, Gamification, Location-based games, Stickiness, Technology Adoption, Social Interaction

AI Processed Human Approved

Who is buying through social media in Qatar, which platforms do they use, and how often?

Savanid Vatanasakdakul, Chadi Aoun, Faiq Defiandry

Social Commerce in Qatar: Consumer Characteristics and Emergent Engagement

Americas Conference on Information Systems (AMCIS) · 2025

Key findings

Most social commerce users in Qatar engage in s-commerce purchases 1-3 times per month (82%), with an additional 18% purchasing 4-7 times monthly.
Instagram emerged as the leading platform for s-commerce in Qatar (46%), followed by WhatsApp (20%), TikTok (14%), and Facebook (9%).
Female consumers (56%) and younger demographics aged 20-24 (48%) constitute the largest user segments engaging in social commerce.
The findings highlight the significant impact of local culture, digital infrastructure, and localized content preferences in driving social commerce diffusion.

What it means for you

CIO / IT Executive: On Monday morning, initiate a strategic review of existing IT infrastructure and security protocols to ensure they can adequately support and protect the growing volume of social commerce transactions, with a specific focus on enhancing mobile payment gateway integrations and data privacy measures for platforms like Instagram and WhatsApp.
IT Manager: On Monday morning, task your team to audit the current analytics tracking for social media platforms, particularly Instagram and WhatsApp, to ensure accurate capture of user engagement and conversion data related to social commerce activities, and set up dashboards to monitor these metrics.
Business Strategist: On Monday morning, draft a proposal to develop targeted social commerce campaigns on Instagram, prioritizing visually appealing content and influencer collaborations, specifically aimed at the 20-24 female demographic, mirroring their current high engagement in this space.
Researcher: On Monday morning, begin outlining a follow-up research proposal focusing on qualitative insights into *why* Qatari consumers, particularly younger females, prefer Instagram for social commerce, exploring themes like trust, authenticity, and localized content.
Policymaker: On Monday morning, request a briefing from relevant ministries to understand current regulations regarding digital marketing and e-commerce on social media platforms in Qatar, and identify any gaps that might need to be addressed to foster responsible growth of social commerce.

Social Commerce, Social Media, Consumer Behavior, Technology Adoption, Qatar

AI Processed Human Approved

How can leaders set up and manage shared technology tools to support collaborative innovation across partner companies?

Sven-Volker Rehm, Lakshmi Goel, Iris Junglas

Role of Information Systems in Empowering Innovation Networks

MIS Quarterly Executive · 2015

Key findings

Identifies five key IS functionalities critical for innovation networks: collaborative work environments, knowledge maps, knowledge spaces, innovation procedure toolkits, and social media platforms.
Reveals that network success stems from pragmatically using a diverse set of accessible IS tools to form a shared infrastructure rather than relying on a single complex system.
Delivers nine practical guidelines for CIOs to manage IS infrastructure across the co-shaping, co-performing, and co-opting phases of open innovation networks.

What it means for you

CIO / IT Executive: On Monday morning, initiate a review of our existing IS tools to identify at least three readily accessible platforms (e.g., cloud-based project management, secure file sharing, internal wiki) that can be quickly configured to support a collaborative work environment for our next cross-company project, prioritizing ease of adoption for all partners.
IT Manager: On Monday morning, assess the user-friendliness and integration capabilities of our current knowledge management system and identify any gaps. Then, plan a quick training session for a pilot group of users demonstrating how to tag and categorize project-related documents to build a rudimentary 'knowledge map' for our innovation network.
Business Strategist: On Monday morning, draft a brief outline of key innovation challenges and opportunities for our next external collaboration, and then identify which of the five identified IS functionalities (collaborative work environments, knowledge maps, knowledge spaces, innovation procedure toolkits, and social media platforms) would be most impactful in addressing these specific challenges, focusing on pragmatic tool selection.
Researcher: On Monday morning, begin cataloging and categorizing the publicly available 'innovation procedure toolkits' or best practice guides that could be shared or adapted for our current project, focusing on those with clear, step-by-step instructions that can be easily integrated into a shared digital space.
Policymaker: On Monday morning, draft a short proposal for an initiative that encourages or provides resources for SMEs to adopt cloud-based collaborative platforms, specifically highlighting how these platforms can support cross-organizational knowledge sharing and innovation within their respective industries.

Open Innovation, Innovation Networks, Information Systems Infrastructure, Small and Medium Enterprises, Collaborative Work Environments, Medical Device Industry

AI Processed Human Approved

How can collaborating companies use shared information systems to align resources and develop new products?

Sven-Volker Rehm, Lakshmi Goel, Iris Junglas

Using Information Systems in Innovation Networks: Uncovering Network Resources

Journal of the Association for Information Systems · 2017

Key findings

Inter-organizational information systems are essential for enabling networking capabilities and constructing unique, shared resource constellations at the network level.
Four core informational purposes of information systems—representation, sharing, architecture, and reach—facilitate the cross-boundary resource alignment process.
Creating IS-embedded network resources enables collaborating firms to establish sustainable competitive advantages that extend beyond individual firm boundaries.

What it means for you

CIO / IT Executive: On Monday morning, schedule a meeting with key innovation network partners to initiate discussions on standardizing or enhancing inter-organizational information system capabilities for resource visibility and alignment. Identify one critical shared process in an ongoing innovation project and task your team with exploring how a new information system feature could better represent and share partner resources for that process.
IT Manager: On Monday morning, review the existing inter-organizational information systems used by your company in innovation networks. Identify one area where information sharing or representation of partner capabilities is currently fragmented or manual, and develop a concrete proposal for a pilot project to improve this using a specific IS feature (e.g., a shared dashboard for resource availability).
Business Strategist: On Monday morning, identify one ongoing collaborative innovation project and map out the key physical, human, and organizational resources currently being leveraged from your network partners. Then, identify specific gaps in visibility or alignment of these resources and brainstorm one practical way an inter-organizational information system could be adapted or enhanced to address these gaps.
Researcher: On Monday morning, begin drafting a qualitative interview guide for your next set of case studies, focusing on questions that explore how specific inter-organizational information system features (representation, sharing, architecture, reach) enable or hinder the alignment of physical, human, and organizational resources for new product development.
Policymaker: On Monday morning, research existing government grants or incentives that support the adoption and development of inter-organizational information systems for small and medium-sized enterprises involved in collaborative innovation. Draft a one-page summary of potential policy interventions to encourage such adoption for a discussion with relevant industry stakeholders.

Network Resource, Dynamic Capability, Networking Capability, Resource-based View, Innovation Network, New Product Development

AI Processed Human Approved

How does making conversational agents appear more human affect customer reactions when errors occur?

Alfred Benedikt Brendel, Sascha Lichtenberg, Fabian Hildebrandt & Alan R. Dennis

Artificial Normality: How Conversational Agents’ Perceived Humanness Inhibits Error Attribution and Preserves Satisfaction

Journal of Management Information Systems · 2026

Key findings

Greater perceived humanness in conversational agents preserves perceptions of situational normality when minor errors occur.
Preserved situational normality reduces users' tendency to attribute error cause to the agent, thereby safeguarding overall service satisfaction.
Errors made by humanlike conversational agents are processed similarly to errors made by human service agents, demonstrating that humanlike design can alleviate algorithm aversion.

What it means for you

CIO / IT Executive: On Monday morning, allocate budget to pilot the integration of more human-centric design principles (e.g., nuanced language, empathetic phrasing) into our core customer-facing conversational agent, focusing on areas where process errors are most common, to preemptively reduce user error attribution and maintain satisfaction.
IT Manager: On Monday morning, task your development team to review our current conversational agent's dialogue logs for instances of process errors and identify the top 3 most frequent error types to begin redesigning their responses with more humanlike cues (e.g., slight pauses, conversational fillers) to normalize the situation for users.
Business Strategist: On Monday morning, initiate a cross-functional workshop with marketing and product development to explore how to strategically position our conversational agents' perceived humanness in customer communications, emphasizing its role in creating a seamless experience even when minor technical glitches occur.
Researcher: On Monday morning, begin designing a follow-up study that experimentally manipulates specific humanlike conversational features (e.g., varying levels of politeness, acknowledgment of difficulty) within a simulated error scenario to quantify their direct impact on error attribution and situational normality, building upon the findings of Artificial Normality.
Policymaker: On Monday morning, convene a small working group to draft guidelines for the ethical development of conversational agents, recommending that AI design standards encourage the incorporation of humanlike qualities to enhance user experience and mitigate negative reactions to inevitable system errors, rather than solely focusing on pure efficiency.

Chatbot, Chatbot errors, situational normality, anthropomorphism, humanness, error attribution, user satisfaction

STRUCTURING READINESS FOR AI INNOVATION: THE ROLE OF THE DESIGN CHALLENGE BRIEF AS A COORDINATION AND GATEKEEPING ARTEFACT

AI Processed Human Approved

How can teams evaluate whether an artificial intelligence project is ready to launch?

Jennifer Hehn, Franziska Anna Röckel, Benjamin van Giffen

STRUCTURING READINESS FOR AI INNOVATION: THE ROLE OF THE DESIGN CHALLENGE BRIEF AS A COORDINATION AND GATEKEEPING ARTEFACT

ECIS 2026 · 2026

Key findings

The study outlines a preliminary three-phase qualitative model for establishing AI project readiness: divergent exploration, negotiation/translation, and convergent alignment, though these findings are descriptive and lack statistical testing.
The Design Challenge Brief is shown to act as a gatekeeping artifact that structures readiness reviews and allows teams to selectively revisit earlier project assumptions without resetting the entire process.
The study is limited by its small qualitative sample of five projects and its setting within a structured, university-led innovation lab, which may restrict generalizability to less-structured corporate settings.

What it means for you

CIO / IT Executive: Draft and mandate a standard 'Design Challenge Brief' template that all AI project champions must complete and get approved before receiving formal project launch funding.
IT Manager: Gather your AI project team for a 1-hour workshop to map your current pre-project planning stage to the three phases of divergent exploration, negotiation/translation, and convergent alignment, explicitly documenting how you will handle fluid data availability.
Business Strategist: Audit your pipeline of proposed AI initiatives and flag any project that has not yet completed a collaborative 'Design Challenge Brief' to prevent launching projects with high uncertainty around non-deterministic outcomes.
Researcher: Draft a research proposal and survey instrument to test the generalizability of the three-phase AI readiness model across a quantitative sample of 100+ corporate AI projects outside of academic lab settings.
Policymaker: Integrate a 'Design Challenge Brief' gatekeeping requirement into your public sector AI procurement and funding frameworks to ensure public agencies evaluate data readiness and outcome uncertainties before awarding AI contracts.

AI innovation, readiness work, design challenge brief, boundary objects, gatekeeping

AI Processed Human Approved

How do people's personality traits shape the way they design their avatars in virtual worlds?

Sohee Kim, Efpraxia D. Zamani, Konstantina Spanaki

AVATAR DESIGN AND USER PERSONALITY TRAITS: SYSTEMATIC LITERATURE REVIEW ON IDENTITY CONSTRUCTION THROUGH AVATAR IN THE METAVERSE

ECIS 2026 · 2026

Key findings

Conscientious individuals systematically tend to design avatars that closely resemble their physical, real-world selves, reflecting their responsible and organized personality traits (statistically supported across synthesized literature).
Users with high levels of openness are statistically more likely to select radical and experimental avatar designs (statistically supported across synthesized literature).
Extraversion systematically predicts the choice of socially oriented avatars with high visibility and outgoing styles, whereas agreeableness exhibits only a weak, non-significant relationship with avatar design choices (statistically supported across synthesized literature).
Neuroticism demonstrates mixed effects on avatar choices, sometimes resulting in greater self-avatar discrepancy and other times in idealized digital representations, especially among women (mixed results explicitly noted in literature).
High-fidelity technological immersion (e.g., through VR headsets and motion tracking) systematically increases presence and embodiment, which in turn drives identity salience and stronger user-avatar behavioral alignment (statistically supported across synthesized literature).
The findings are limited by a reliance on English-only publications and a dataset largely containing studies on older virtual environments (e.g., Second Life) rather than modern, integrated metaverses.

What it means for you

CIO / IT Executive: On Monday morning, sign off on a procurement budget to upgrade the remote team's hardware from standard webcams to high-fidelity VR headsets with motion-tracking capabilities, directly leveraging the finding that immersive hardware systematically increases presence, embodiment, and professional user-avatar behavioral alignment in virtual workspaces.
IT Manager: On Monday morning, reconfigure the onboarding settings of your company's virtual collaboration platform (e.g., Microsoft Mesh) to offer two distinct avatar creation paths: a fast-track 'realistic photo-to-avatar' tool to satisfy conscientious employees who value physical resemblance, and an 'advanced creative' toolkit with diverse assets for employees high in openness.
Business Strategist: On Monday morning, restructure the digital product roadmap for your virtual storefront to prioritize two distinct, personality-targeted microtransaction lines: a premium line of highly visible, socially expressive, and outgoing avatar accessories for extraverted users, and a baseline line of realistic, professional attire for highly conscientious users.
Researcher: On Monday morning, draft a research proposal and IRB application for a comparative study tracking avatar customization behaviors of non-English-speaking users in modern, high-fidelity platforms (like VRChat or Horizon Worlds), explicitly addressing the current literature limitations regarding English-only studies and outdated Second Life data.
Policymaker: On Monday morning, draft an organizational 'Metaverse Identity Privacy Policy' that explicitly bans the algorithmic profiling of users based on their self-avatar discrepancy, ensuring that users (particularly women experiencing identity discrepancy related to neuroticism) are protected from targeted behavioral manipulation or bias based on their digital representations.

Avatar design, Identity, Metaverse, Personality traits, Systematic Literature Review

ORCHESTRATION PARADOXES IN NATIONAL QUANTUM COMPUTING INNOVATION ECOSYSTEMS

AI Processed Human Approved

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

Jori Taipale, Olli Tyrväinen, Tuure Tuunanen, Joel Mero, Teiko Heinosaari

ORCHESTRATION PARADOXES IN NATIONAL QUANTUM COMPUTING INNOVATION ECOSYSTEMS

ECIS 2026 · 2026

Key findings

Organizing tensions were identified as the most frequent paradox, specifically focusing on the trade-offs between collaboration vs. resource competition and guidance vs. flexibility.
Performance tensions emerged regarding resource allocation between software vs. hardware development and building a shared vision vs. individual firm survival.
Belonging tensions highlighted a 'godfather' paradox, where the ecosystem must balance the state's role as a major supportive funder and customer with the ultimate goal of corporate independence.
Learning tensions were characterized by the challenge of managing multi-talent knowledge development versus narrow technology specialization.
The study is limited by its single qualitative case context in Finland with a small sample of 15 informants, requiring caution when applying these findings to other national contexts.

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.

Ecosystem orchestration, Paradox theory, Quantum computing innovation ecosystem, Explorative case study, Interpretive qualitative research

TOWARDS DESIGN PRINCIPLES FOR TEACHING INDUSTRY 4.0 COMPETENCIES TO CS/IS STUDENTS

AI Processed

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

Felix Salcher

TOWARDS DESIGN PRINCIPLES FOR TEACHING INDUSTRY 4.0 COMPETENCIES TO CS/IS STUDENTS

ECIS 2026 · 2026

Key findings

Eight design principles were established, emphasizing virtualization, containerization, and problem-based learning cases as alternatives to expensive learning factories.\n- Preliminary course evaluation yielded positive descriptive feedback, with a mean rating of 4.43 out of 5 across satisfaction categories.\n- No formal statistical significance tests were performed due to the pilot nature of the study and the small, specific evaluation sample.\n- The pilot is limited by a very small sample size (9 respondents from a single cohort) and relies on subjective student perceptions rather than objective competency-based assessments.\n- Students noted difficulty adapting to the course's fast pace and programming requirements, highlighting a need for aligned prerequisites.

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.

Design Principles, Design Science Research, Industry 4.0, Smart Manufacturing

THE ANATOMY OF A DESIGN CHALLENGE FOR INITIATING AI INNOVATION

AI Processed Human Approved

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

Franziska Anna Röckel, Benjamin van Giffen, Andreas Janson, Jennifer Hehn

THE ANATOMY OF A DESIGN CHALLENGE FOR INITIATING AI INNOVATION

ECIS 2026 · 2026

Key findings

The study empirically validated a structural anatomy for the Design Challenge consisting of four robust elements (verb, object of innovation, target group, context) and three plastic elements (internal data, technology, potential), which was supported across all 42 cases analyzed.
The robust elements were validated to successfully create a stable, shared identity and common direction among diverse team members, acting as a center of authority.
The plastic elements were shown to successfully absorb technological uncertainty, providing a flexible framework for teams to negotiate and adapt to AI's emergent capabilities over time.
The qualitative analysis identified three distinct nuances in shaping the 'object of innovation' (modular, abstract, and space) that guide teams toward either incremental or more radical innovation pathways.

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).

Design Challenge, AI Innovation, Boundary Object, Anatomy, Interdisciplinary Collaboration, Problem Formulation

UNPACKING THE ROLE OF INDIVIDUALS IN PROCESS MINING: A LITERATURE REVIEW AND RESEARCH FRAMEWORK

AI Processed

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

Julian Dyong, Sandro Franzoi, Jan vom Brocke

UNPACKING THE ROLE OF INDIVIDUALS IN PROCESS MINING: A LITERATURE REVIEW AND RESEARCH FRAMEWORK

ECIS 2026 · 2026

Key findings

The review identifies and establishes user behavior, usage patterns, and affect (such as uncertainty and trust) as the three core elements constituting the individual level of process mining, supported by the synthesized literature.
The analysis reveals that technical, individual, and organizational contingency factors systematically influence user behavior and affect; for example, data inaccuracies undermine user trust, while formal training and methodological guidance support correct execution.
Individual behaviors and affective states are shown to directly impact value outcomes, with structured behaviors like hypothesis testing decreasing analysis duration and increasing the quality of insights.
Key limitations of the study include its reliance on a limited sample of 23 reviewed papers, a static framework that does not capture sequential or temporal dynamics, and a lack of true inter-coder reliability during the qualitative coding process.

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.

Process Mining, Individual Level, Literature Review, Research Framework, Value Creation, User Behavior

AI Processed Human Approved

How can companies and employees successfully negotiate a nomadic lifestyle alongside permanent corporate employment?

Julian Marx, Milad Mirbabaie, Stefan Stieglitz

Corporate Nomads: Working at the Boundary Between Corporate Work and Digital Nomadism

Journal of the Association for Information Systems · 2025

Key findings

The study develops a three-phase process model (splintering, calibrating, and harmonizing) that explains how corporate nomads and their organizations successfully negotiate this new work arrangement.
The integration of corporate nomads is not a one-sided decision but a mutual process of 'boundary work' requiring engagement, negotiation, and trade-offs from both the employee and the company.
Corporate nomads operate as individual outliers who change their personal work boundaries (e.g., location and time) without transforming the entire organization's structure.
Information Technology (IT) is crucial in managing the inherent tensions of this lifestyle, helping to balance organizational control with employee autonomy and enabling integration from a distance.

Corporate Nomads, Digital Nomads, Boundary Work, Digital Work, Information Systems

AI Processed

How do activity levels and connection counts shape the quality of employee interactions on corporate social networks?

Christian Meske, Iris Junglas, Matthias Trier, Johannes Schneider, Roope Jaakonmäki, Jan vom Brocke

Capturing the “Social” in Social Networks: The Conceptualization and Empirical Application of Relational Quality

Journal of the Association for Information Systems · 2025

Key findings

Relational quality is a distinct and relevant dimension that complements traditional structural social network analysis (SNA), which typically only focuses on network structure.
The study identifies and measures four key facets of relational quality: being personal, being curious, being polite, and sharing.
Different types of users exhibit distinct patterns of relational quality; for instance, 'connectors' (users with many connections but low activity) are the most personal, while 'broadcasters' (users with high activity but few connections) share the most resources.
As a user's activity (e.g., number of posts) increases, their interactions tend to become less personal, curious, and polite, while their sharing of resources increases.
In contrast, as a user's number of connections grows, their interactions become more personal and curious, but they tend to share fewer resources.

Enterprise Social Network, Social Capital, Relational Quality, Social Network Analysis, Linguistic Analysis, Computational Research

AI Processed

How can governments and industry leaders create effective rules for emerging technologies without stifling innovation?

Stefan Seidel, Christoph J. Frick, Jan vom Brocke

REGULATING EMERGING TECHNOLOGIES: PROSPECTIVE SENSEMAKING THROUGH ABSTRACTION AND ELABORATION

MIS Quarterly · 2025

Key findings

Creating effective regulation for new technologies is a process of 'collective prospective sensemaking,' where diverse stakeholders build a shared understanding over time.
This process relies on two interrelated activities: 'abstraction' and 'elaboration'. Abstraction involves generalizing the essential properties of a technology to create flexible, technology-neutral rules that encourage innovation.
Elaboration involves specifying details and requirements to provide legal certainty and protect users.
Through this process, the regulatory target can evolve significantly, as seen in the case study's shift from regulating 'blockchain/cryptocurrency' to a broader, more durable law for the 'token economy' and 'trustworthy technology'.

Technology regulation, prospective sensemaking, sensemaking, institutional construction, emerging technology, blockchain, token economy

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