Kazem Haki
Title
Prof. Dr.
Last Name
Haki
First name
Kazem
Email
kazem.haki@unisg.ch
Phone
+41 71 224 3248
61 results
Now showing 1 - 10 of 61
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Item type:Publication, Service-Oriented Business-IT Alignment: A SOA Governance Model(The International Association for Information, Culture, Human and Industry Technology (AICIT)); Wentland, MaiaThe concept of Service Oriented Architecture (SOA) has had a significant impact not only on software engineering but on the analysis of an organization’s business layer as well. It contributes to developing information systems that are compatible with the needs of agile organizations. This fact brings us to investigate the new approach of Business-IT Alignment (BITA) by utilizing SOA features. In this paper we will first examine the importance of SOA in both business and IT perspectives. We will proceed by showing the SOA governance as a roadmap for bringing the concept of SOA in the context of BITA (as one of the major IT challenges). Finally, we will propose a SOA Governance Model (SOAGM) that should help aligning IT investments with business strategies.Type:journal articleJournal:International Journal of Advances in Information Sciences and Service Sciences : AISSVolume:2Issue:2 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Logic hybridization in enterprise platforms: Reconfiguring architecture and governance for generative AIEnterprise platforms have historically relied on a logic of determinacy to ensure predictable, reproducible, and auditable system behavior through mutually reinforcing architecture and governance mechanisms. However, generative AI (GenAI) introduces a conflicting logic of probabilistic inference that destabilizes these mechanisms by generating variable, context-dependent, and non-deterministic outputs. As platform owners increasingly integrate GenAI into enterprise platforms, this study draws on assemblage theory and an in-depth case study of Salesforce to examine how enterprise platform owners reconfigure architecture and governance to manage the coexistence of deterministic and probabilistic logics. We develop a process model of logic hybridization that explains how platform owners restore system-level stability while accommodating and regulating probabilistic components. Specifically, we identify four complementary mediation mechanisms, that is, dependency mediation, service mediation, interaction-centric control, and dynamic certification and monitoring, through which platform owners reconfigure architectural and governance arrangements. We further theorize that logic hybridization gives rise to a hybrid platform logic characterized by three emergent properties: boundary fluidity, trust mediation, and expanded generativity. This study contributes to research on enterprise platforms and enterprise system evolution by identifying incompatible system behavior as a new source of platform destabilization, extending theories of platform evolution beyond structural change, and theorizing how deterministic and probabilistic logics coexist under mediated conditions in enterprise platforms.Type:journal articleJournal:Journal of Information TechnologyVolume:41Issue:3 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Integrating Generative AI into Enterprise Platforms: Insights from SalesforceABSTRACT The widespread applications of generative AI (GenAI) have sparked significant interest, with many organisations eager to leverage its transformative potential. Rather than focusing on individual organisations, this study examines GenAI integration within enterprise platforms, which are extensively adopted by many organisations and thus amplify both the benefits and risks of GenAI. We offer targeted recommendations for enterprise platform owners and their complementors, addressing challenges they face when integrating GenAI into these platforms. Drawing on a case study of Salesforce's experience, we recommend actions in three foundational areas – platform capability, architecture and governance – ensuring that our guidance is broadly applicable across enterprise platforms. In platform capability, we advise developing a unified GenAI stack built on existing platform services, offering generic and industry‐specific GenAI use cases to accelerate customer adoption and providing tools for customisation and creation of new use cases to enhance GenAI's transformational impact. For platform architecture, we recommend adding new layers for accommodating diverse GenAI foundation models and creating a trusted environment for secure data access, privacy and content monitoring. We also recommend implementing a prompt architecture to improve content relevance and accuracy. In platform governance, we recommend establishing new mechanisms to mitigate GenAI risks. Partnerships with GenAI providers and proactive investments in GenAI are essential to retain critical GenAI technologies. Personalised consultancy and training along with joint design and implementation with platform customers are also recommended. These combined actions, pursued in parallel across capability, architecture and governance, form a sustainable roadmap for GenAI integration in enterprise platforms.Type:journal articleJournal:Information Systems JournalVolume:35Issue:5Scopus© Citations 17 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Dynamic Capabilities for Transitioning from Product Platform Ecosystem to Innovation Platform Ecosystem(Palgrave Macmillan, 2024); ; ; ; Tilson, DavidOver recent decades, many platform-native start-ups and firms were founded and some are now among the world’s most valuable. This study, however, focuses on an incumbent firm transitioning from a long established product platform ecosystem to an innovation platform ecosystem in response to the platform-natives’ threats of disruption. We specifically investigate the dynamic capabilities needed by the incumbent firm in an enterprise software ecosystem in the transition phase. Our analysis builds on multi-perspective empirical data covering the viewpoints of all the actor types in the ecosystem, i.e., plat-form owner, platform partners, and end-user firms. The results imply the necessity of four dynamic capabilities: resource curation, ecosystem preservation, resource reconfiguration, and ecosystem diversification. With this study, we contribute to the emerging literature on the incumbent firms’ transition to a new ecosystem organising logic, and extend the study of dynamic capabilities specifically for the case of transitioning to innovation platform ecosystems.Type:journal articleJournal:European Journal of Information SystemsVolume:33Issue:2Scopus© Citations 58 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Generativity and Profitability on B2B Innovation Platforms: A Simulation-based Theory Development(2024-06); ; Firms generate innovations to profit from market opportunities, which are newly identified customer needs not yet being met in the market. The rising complexity of market opportunities requires collaboration among multiple partner firms. However, this multipartner collaboration increases transaction and production costs when generating innovations. To address these challenges, incumbents build B2B innovation platforms with mechanisms to reduce partners’ transaction and production costs. We do not yet know if and when partners would choose to use the incumbent’s traditional service innovation model or the B2B innovation platform and how this choice would affect the generativity and profitability of innovations for the incumbent and the partners. We used agent-based modeling and simulation to develop a theory to address these questions. We found that the complexity of market opportunities interacts with the B2B innovation platform’s transaction and production mechanisms to jointly affect whether partners use the platform and when the incumbent and partners achieve generativity and profitability. When the complexity of market opportunities is low, partners use the traditional service innovation model. As complexity increases to medium or high levels, partners begin to use the B2B innovation platform mechanisms to address the transaction and production challenges presented by the complexity of market opportunities. However, there are limits to how much the platform mechanisms can address these challenges. The complexity of market opportunities inhibits the emergence of network effects on B2B innovation platforms and limits the generativity and profitability of platform partners. There are diminishing benefits of investing in the platform’s transaction and production mechanisms, and complexity affects whether the platform owner or the partners profit from innovations generated on the platform.Type:journal articleJournal:MIS QuarterlyVolume:48Issue:2Scopus© Citations 5 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The impact of enterprise architecture management on information systems architecture complexity(2023-11); ; ; Significant investments in information systems (IS) over the past decades have led to increasingly complex IS architectures in organisations, which are difficult to understand, operate, and maintain. We investigate this development and associated challenges through a conceptual model that distinguishes four constituent elements of IS architecture complexity by differentiating technological from organisational aspects and structural from dynamic aspects. Building on this conceptualisation, we hypothesise relations between these four IS architecture complexity constructs and investigate their impact on architectural outcomes (i.e., efficiency, flexibility, transparency, and predictability). Using survey data from 249 IS managers, we test our model through a partial least squares (PLS) approach to structural equation modelling (SEM). We find that organisational complexity drives technological complexity and that structural complexity drives dynamic complexity. We also demonstrate that increasing IS architecture complexity has a significant negative impact on efficiency, flexibility, transparency, and predictability. Finally, we show that enterprise architecture management (EAM) helps to offset these negative effects by acting as a moderator in the relation between organisational and technological IS architecture complexity. Thus, organisations without adequate EAM are likely to face large increases in technological complexity due to increasing organisational complexity, whereas organisations with adequate EAM exhibit no such relation.Type:journal articleVolume:32Issue:6Scopus© Citations 27 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Strategic alignment of enterprise architecture management – how portfolios of control mechanisms track a decade of enterprise transformation at Commerzbank(Taylor & Francis, 2023-01-31); ; ; Scopus© Citations 21 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Digital nudging for technical debt management at Credit SuisseType:journal articleJournal:European Journal of Information SystemsVolume:32Issue:1Scopus© Citations 18 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Governance Mechanisms in Digital Platform Ecosystems: Addressing the Generativity-Control TensionDigital platform owners repeatedly face paradoxical design decisions with regard to their platforms’ generativity and control, requiring them to facilitate co-innovation whilst simultaneously retaining control over third-party complementors. To address this challenge, platform owners deploy a variety of governance mechanisms. However, researchers and practitioners currently lack a coherent understanding of what major governance mechanisms platform owners rely on to simultaneously foster generativity and control. Conducting a structured literature review, we connect the fragmented academic discourse on governance mechanisms with each aspect of the generativity-control tension. Next to providing avenues for prospective digital platform research, we elaborate on the double-sidedness of governance mechanisms in fostering both generativity and control.Type:journal articleJournal:Communications of the Association for Information Systems (CAIS)Volume:51Issue:1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The Mechanics of Enterprise Architecture PrinciplesInspired by the city planning metaphor, enterprise architecture (EA) has gained considerable attention from academia and industry for systematically planning an IT landscape. Since EA is a relatively young discipline, a great deal of its work focuses on architecture representations (descriptive EA) that conceptualize the different architecture layers, their components, and relationships. Beyond architecture representations, EA should comprise principles that guide architecture design and evolution toward predefined value and outcomes (prescriptive EA). However, research on EA principles is still very limited. Notwithstanding the increasing consensus regarding the role and definition of EA principles, the limited publications neither discuss what can be considered suitable principles nor explain how they can be turned into effective means to achieve expected EA outcomes. This study seeks to strengthen the extant theoretical core of EA by investigating EA principles through a mixed methods research design comprising a literature review, an expert study, and three case studies. The first contribution of this study is that it sheds light on the ambiguous interpretation of EA principles in the extant research by ontologically distinguishing between principles and nonprinciples, as well as deriving a set of suitable EA (meta)principles. The second contribution connects the nascent academic discourse on EA principles to studies on EA value and outcomes. This study conceptualizes the “mechanics” of EA principles as a value creation process, where EA principles shape architecture design and guide its evolution and thereby realize EA outcomes. Consequently, this study brings the underserved, prescriptive aspect of EA to the fore and helps enrich its theoretical foundations.Type:journal articleJournal:Journal of the Association for Information SystemsVolume:22Issue:5Scopus© Citations 27