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The Human Capital in IS track is aimed at fostering a forum for IS scholars engaging in a range of human capital related research including IS leadership, professional services and career development/training. Specific objectives of the track are to allow members to share their research, engage in exchange of perspectives, and encourage future collaborations. The track is sponsored by the AIS Special Interest Group on IS Leadership (SIGLEAD) with this track presenting as a theme on IS Leadership that has been hosted at AMCIS since 2003.
Though articles on human capital abound in the practitioner press, much less attention has been devoted to the topic from an academic perspective. IS professionals – whether leaders at the CIO level, IS project and line staff or external professional service providers – are the human dimension of the discipline and therefore issues surrounding IS practice are of enduring concern to IS academics and practitioners alike. Mini-tracks will be sought to cover the range of the track interest and authors will be encouraged to submit both conceptual and empirical papers that employ a variety of quantitative and qualitative methodologies.
Jennifer E. Gerow, Virginia Military Institute, firstname.lastname@example.org
IS Leadership Development is broadly defined to include research on IS leaders such as CIOs and CTOs, including their roles and careers. Though articles on IS Leadership Development abound in the practitioner press, much less attention has been devoted to the topic from an academic perspective. It is an issue that should face organizations for many years because leadership has been a persistent concern of all societies and organizations. The mini-track seeks to explore the various dimensions, theoretical bases, and perspectives on IS Leadership Development and to advance the state of scholarship on the issue. Possible topics include CIO and CTO roles and careers, IS reporting or organizational structures, characteristics of successful technical leaders, career transition from technical to managerial, qualifications for promotion to CEO or other TMT positions, IT hiring practices and trends, IT skill development, and technical leader succession planning, amongst others.
Paola Gonzalez, Dalhousie University, email@example.com
The IT profession is a critical driving force for today’s organizations. Despite this importance, IT professionals at various levels of the organization are constantly facing challenges in their efforts to realize IT value. The objective of this mini-track is to help us, academics and practitioners, further explore these issues and aim at better understanding the relationship between the IT professional and the organization. This mini-track welcomes research that address the issues above and emerging ones within the IS/IT workforce, talent management, career streams, professional developments, work/family balance of IS professionals, as well as ethical, societal, and legal issues related to managing IT professionals, among others. Research on attracting students to the IT profession, global talent management, and developing a more diverse IT professional workforce are also welcomed. Possible topics include IT/IS professional identity, workforce Issues, diversity in the IT profession, global talent management, training and career issues, amongst others.
Ahmad Alibabaei, Shahid Beheshti University of Medical Sciences, firstname.lastname@example.org
IS consultancy and professional services are important forces in the IT industry today. From consulting to outsourcing to off-shoring to in-sourcing, there are a variety of mechanisms that combine internal IS personnel with external augmentation. The objective of this mini-track is to allow academics and practitioners to look at the issues surrounding the use of consultants and other service providers to IT organizations. The mini-track welcomes emerging and completed research on issues including service providers or advisors to the CIO or small business owner; in-sourcing, out-sourcing, off-shoring, near-shoring and reshoring decisions and impacts; relationship management between IS departments, consultants and service-provision partners; impacts of migration of services and managed services arrangement; and contract and service-level arrangement issues within professional services, amongst others.
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