Keil, Mark

[["dc.bibliographiccitation.firstpage","57"],["dc.bibliographiccitation.issue","1"],["dc.bibliographiccitation.journal","Information Systems Research"],["dc.bibliographiccitation.lastpage","80"],["dc.bibliographiccitation.volume","26"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.contributor.author","Keil, Mark"],["dc.contributor.author","Muntermann, Jan"],["dc.contributor.author","Mähring, Magnus"],["dc.date.accessioned","2018-08-23T14:42:34Z"],["dc.date.available","2018-08-23T14:42:34Z"],["dc.date.issued","2015"],["dc.description.abstract","Though information technology (IT) transformation programs are gaining in importance, we know little about the nature of the challenges involved in such programs and how to manage them. Using grounded theory methodology, we conducted a multiyear case study of a large IT transformation program in a major commercial bank, during which we encountered the interrelated themes of paradoxes and ambidexterity. Grounded in our case, we construct a substantive theory of ambidexterity in IT transformation programs that identifies and explains the paradoxes that managers need to resolve in IT transformation programs. The ambidexterity areas we identified are (1) IT portfolio decisions (i.e., IT efficiency versus IT innovation), (2) IT platform design (i.e., IT standardization versus IT differentiation), (3) IT architecture change (i.e., IT integration versus IT replacement), (4) IT program planning (i.e., IT program agility versus IT project stability), (5) IT program governance (i.e., IT program control versus IT project autonomy), and (6) IT program delivery (i.e., IT program coordination versus IT project isolation). What weaves these six areas together is the combined need for IT managers to employ ambidextrous resolution strategies to ensure short-term IT contributions and continuous progress of IT projects while simultaneously working toward IT transformation program success as a foundation for IT-enabled business transformation. However, in addition to this commonality, we find that the nature of paradoxical tensions differs across the six areas and requires slightly different management strategies for paradox resolution. Ambidexterity areas (1), (2), and (3) are associated with IT transformation strategizing and, in addition to balancing short- and long-term goals, require the mutual accommodation and blending of business and IT interests in the spirit of IT-business partnering to achieve IT-enabled business change and IT-based competitiveness. Ambidexterity areas (4), (5), and (6) are associated with IT program and project execution and, in addition to balancing short- and long-term requirements, require a recurrent and dynamic act of balancing “local” needs at the IT project level and “global” needs at the IT program level."],["dc.identifier.doi","10.1287/isre.2014.0554"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/15513"],["dc.language.iso","en"],["dc.notes.status","final"],["dc.relation.eissn","1526-5536"],["dc.relation.issn","1047-7047"],["dc.title","Paradoxes and the Nature of Ambidexterity in IT Transformation Programs"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","676"],["dc.bibliographiccitation.issue","10"],["dc.bibliographiccitation.journal","Laryngo-Rhino-Otologie"],["dc.bibliographiccitation.lastpage","679"],["dc.bibliographiccitation.volume","99"],["dc.contributor.author","Pfaar, O."],["dc.contributor.author","Klimek, L."],["dc.contributor.author","Worm, M."],["dc.contributor.author","Bergmann, K.-C."],["dc.contributor.author","Bieber, T."],["dc.contributor.author","Buhl, R."],["dc.contributor.author","Buters, J."],["dc.contributor.author","Darsow, U."],["dc.contributor.author","Keil, T."],["dc.contributor.author","Zuberbier, T."],["dc.date.accessioned","2021-04-14T09:58:27Z"],["dc.date.available","2021-04-14T09:58:27Z"],["dc.date.issued","2020"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/84081"],["dc.language.iso","de"],["dc.notes.intern","DOI Import GROB-399"],["dc.relation.eissn","1438-8685"],["dc.relation.issn","0935-8943"],["dc.title","Allergen-Immuntherapie in der aktuellen COVID-19-Pandemie – ein Positionspapier von ARIA, EAACI, AeDA, GPA und DGAKI (Kurzversion) – Positionspapier der deutschen ARIA-GruppeA in Kooperation mit der österreichischen ARIA-GruppeB, der schweizerischen ARIA-GruppeC, dem Ärzteverband Deutscher Allergologen (AeDA)D, der Deutschen Gesellschaft für Allergologie und Klinische Immunologie (DGAKI)E und der Gesellschaft für Pädiatrische Allergologie (GPA)F in Kooperation mit der AG Klinische Immunologie, Allergologie und Umweltmedizin der DGHNO-KHCG und der Europäischen Akademie für Allergologie und Klinische Immunologie (EAACI)H"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","1524"],["dc.bibliographiccitation.lastpage","1539"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.contributor.author","Keil, Mark"],["dc.contributor.author","Muntermann, Jan"],["dc.date.accessioned","2020-02-05T13:23:01Z"],["dc.date.available","2020-02-05T13:23:01Z"],["dc.date.issued","2012"],["dc.description.abstract","Motivated by the lack of empirical IS strategy research in the M&A problem domain, in this paper we present a revelatory case study of a 7-year-long organizational balancing act of searching for the right information systems (IS) strategy in the pre-deal phase of a bank merger. Our case study is about simultaneous IT-driven organizational transformation and merger-driven integration, providing us with a fertile ground to study the development and evolution of ambidextrous IS strategies, which are underresearched. Based on the theoretical insights that emerge from our case study, we extend Chen et al.’s (2010) IS strategy typology and propose three different archetypes of IS ambidextrous strategy. Further theoretical insights relate to the required organizational capabilities for the successful implementation of IS ambidextrous strategies as well as the co-evolutionary interplay between business and IT units in that process. Future research should empirically test the IS ambidextrous strategy archetypes proposed in this paper as well as the associated findings."],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/62944"],["dc.language.iso","en"],["dc.notes.preprint","yes"],["dc.publisher","AIS/ICIS Administrative Office"],["dc.publisher.place","Atlanta, Georgia"],["dc.relation.conference","Thirty Third International Conference on Information Systems, Orlando 2012"],["dc.relation.eventend","2012-12-19"],["dc.relation.eventlocation","Orlando, Föorida, USA"],["dc.relation.eventstart","2012-12-16"],["dc.relation.isbn","978-1-62748-604-0"],["dc.relation.iserratumof","yes"],["dc.title","Ambidextrous IS Strategy: The Dynamic Balancing Act of Developing a ‘Transform & Merge’ Strategy in the Banking Industry"],["dc.type","conference_paper"],["dc.type.internalPublication","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","343"],["dc.bibliographiccitation.issue","3"],["dc.bibliographiccitation.journal","European Journal of Information Systems"],["dc.bibliographiccitation.lastpage","356"],["dc.bibliographiccitation.volume","23"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.contributor.author","Keil, Mark"],["dc.date.accessioned","2018-11-07T09:40:40Z"],["dc.date.available","2018-11-07T09:40:40Z"],["dc.date.issued","2014"],["dc.description.abstract","Managing information systems (IS) projects requires what we refer to as 'control ambidexterity', which is the use of different types of control to meet conflicting demands. This leads to the use of contrasting styles of IS project management and creates tensions in managerial practice, neither of which are well understood. We address this theoretical gap in our understanding based on an exploratory case study of an IS implementation project in the financial services industry. Adopting the lens of management styles as a meta-theoretical perspective, we sought to address two research questions: (1) Which management style(s) do IS project managers draw upon in practice and why? (2) What kinds of tensions result for IS project managers and team members from drawing upon contrasting management styles in combination and how do IS project managers and team members deal with these tensions? Two contrasting styles of management emerged from our data bureaucratic and collaborative that are drawn upon by IS project managers to achieve control ambidexterity. Furthermore, drawing upon these two different styles in combination within the confines of a single project creates tensions. We explore these tensions and present an illustrative example of how IS project managers can deal with these tensions successfully in practice. Specifically, we find that they can be dealt with effectively by a tandem of two project managers who share responsibility for managing the IS project. The findings of this study have important implications for our understanding of control ambidexterity in IS projects."],["dc.identifier.doi","10.1057/ejis.2013.3"],["dc.identifier.isi","000336477500007"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/33554"],["dc.language.iso","en"],["dc.notes.status","zu prüfen"],["dc.notes.submitter","Najko"],["dc.relation.eissn","1476-9344"],["dc.relation.issn","0960-085X"],["dc.title","Blending bureaucratic and collaborative management styles to achieve control ambidexterity in IS projects"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dc.type.peerReviewed","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","1211"],["dc.bibliographiccitation.issue","4"],["dc.bibliographiccitation.journal","MIS Quarterly"],["dc.bibliographiccitation.lastpage","1232"],["dc.bibliographiccitation.volume","37"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.contributor.author","Beck, Roman"],["dc.contributor.author","Keil, Mark"],["dc.date.accessioned","2020-01-29T09:30:38Z"],["dc.date.available","2020-01-29T09:30:38Z"],["dc.date.issued","2013"],["dc.description.abstract","While much is known about selecting different types of control that can be exercised in systems development (ISD) projects, the control dynamics associated with ISD offshoring projects represents an important gap in our understanding. In this paper, we develop a substantive grounded theory of control balancing that addresses this theoretical gap. Based on a longitudinal case study of an ISD offshoring project in the financial services industry, we introduce a three-dimensional control configuration category that emerged from our data, suggesting that control types is only one dimension in which control configuration decisions need to be made. The other two dimensions that we identified are control degree (tight vs. relaxed) and control style (unilateral vs. bilateral). Furthermore, we illustrate that control execution during the lifecycle of an ISD offshoring project is highly intertwined with the development of client-vendor shared understanding and that each influences the other. Based on these findings, we develop an integrative process model that explains how offshoring project managers make adjustments to the control configuration periodically to allow the ISD offshoring project and relationship to progress, yielding the iterative use of different three-dimensional control configurations that we conceptualize in the paper. Our process model of control balancing may trigger new ways of looking at control phenomena in temporary inter-firm organizations such as client-vendor ISD offshoring projects. Implications for research on organizational control and ISD offshoring are discussed. In addition, guidelines for ISD offshoring practitioners are presented."],["dc.identifier.doi","10.25300/MISQ/2013/37.4.10"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/62870"],["dc.language.iso","en"],["dc.relation.issn","0276-7783"],["dc.relation.issn","2162-9730"],["dc.title","Control Balancing in Information Systems Development Offshoring Projects"],["dc.type","journal_article"],["dc.type.internalPublication","no"],["dspace.entity.type","Publication"]]