Strategic and Competitive Use of Information Technology

Click here to return to the track list page.

Track Chairs

Jack Becker, University of North Texas,
Daniel Peak, University of North Texas,

Track Description

With increasing success in the use of Strategic and Competitive Information Systems (SCIS) for generating business value and gaining competitive advantage, businesses are more and more interested in successful design, development, deployment, and use of these systems. We solicit research manuscripts for any of the Mini-Tracks listed below under the Strategic and Competitive Uses of Information Technology (SUIT) track. The SUIT track will provide an opportunity for researchers and practitioners to present their research on SCIS. This track has been one of the most successful tracks in the past 6 years in AMCIS. We look forward to participating in the AMCIS 2016 Conference in San Diego, CA.

Mini-Track 1: IT Governance and Enterprise Architectures Minitrack

Edimara M. Luciano, Pontifical Catholic University of Rio Grande do Sul,
Matthias Goeken, University of Applied Sciences of Deutsche Bundesbank,
Carsten Felden, TU Bergakademie Freiberg,

In a context of a stronger relationship between IT and business, IT governance is a way to establish transparent mechanisms that can drive and monitor the alignment of business and IT, company and IT performance as well as the desirable behavior related to IT use. The literature and the organizations’ day-by-day show various concepts or statements on IT governance. Regardless of that, the IT governance approach involves some aspects, e. g.: a) the way that the company board manages IT; b) the decision making related to investments and the concern about their return; c) the effective use of IT resources; d) the decision rights specification and the definition of roles and responsibilities; e) the focus on comprehension and meeting the stakeholders necessities; f) the study of what organizational arrangement is more adequate to better support the organizational goals related to IT; g) the alignment between IT governance and corporate governance objectives.

Mini-Track 2: Strategic Use of IS and IT in Non-Profits and Social Enterprises

Richelle L. Oakley, Savannah State University,

Many organizations operate with a primary mission to serve the common good. Non-profit organizations, such as charities, focus on impacting the root causes of social problems in communities. Social enterprises aim to improve human well-being using traditional business methods and commercial strategies. Both non-profits and social enterprises have various constraints that impact technology adoption, diffusion, and utilization towards efforts in achieving their strategic goals. There is significant potential to examine and improve how these organization types harness the power of information systems (IS) and technology (IT) to accelerate social impact. It is essential to focus on IS/IT utilization within non-profit and social enterprise organizations in order to continue developing a more in-depth understanding of strategic use and impact of IS/IT within these organizations. This mini-track solicits completed and research-in-progress papers addressing IS/IT issues in non-profits or social enterprises. Papers can be conceptual, theoretical, design, empirical, or case studies.

Mini-Track 3: Putting the Focus on Strategic IT Service Management Deliverables

Ahmad Alibabaei,University of Medical Sciences,

IT service management is a customer-focused approach to delivering information technology in the contemporary corporation. IT service management strives to strengthen customer relationships, enhance customer understanding of the services provided, and consistently deliver customer value. To do so, IT service managers generally employs a framework that defines relationships of IT technical personnel with clients. The framework also defines the services they provide. Service definitions clarify the service and its limits to both the customer and the service provider, delineating service offerings, service features, providers, limitations, exclusions, eligibility, duration, cost, and service levels. This mini-track also seeks theoretical approaches to providing strategic IT services, alignment of IT service deliverables with the corporate strategic plan, and best practices.

Mini-Track 4: IT-Enabled Information Management Capability

Bidyut Bikash Hazarika, University of Colorado Denver,
Mariana Andrade, IE Business School, Madrid Spain,

IT is helping organizations to improve information management capability (IMC). IMC includes data collection, intelligence gathering, analysis, interpretation and sense making abilities. While the impact of IT and information intelligence (or business intelligence) on firm performance is well established in literature, but how firms can develop, integrate, manage and leverage from IMC is relatively less addressed. This mini track has the objective to extend and support the discourse around IMC.

Mini-Track 5: Impact of IT on Strategic Innovation & Competitive Advantage

Terence Saldanha, Washington State University Pullman,
Jiban Khuntia, University of Colorado Denver,
Abhishek Kathuria, The University of Hong Kong,

This mini-track solicits studies that examine the nuances associated with leveraging information technology for strategic innovation. Although the focus is on studies at the firm level, studies at the individual, team, group, or industry levels are also welcome. The main focus of the studies would be to explore how IT enables any or several innovative strategies for firm performance. This mini-track serves as a venue for a wide range of research methodologies, including empirical, case study, conceptual and simulation research.

Click here to return to the track list page.