Robert Winter
Title
Prof. em. Dr.
Last Name
Winter
First name
Robert
Email
robert.winter@unisg.ch
ORCID
Phone
+41 71 224 2935
Web Site
379 results
Now showing 1 - 10 of 379
- Some of the metrics are blocked by yourconsent settings
Item type:Publication, A process model to facilitate AI-based sensor manufacturing optimizationType:journal articleJournal:Information Systems and e-Business ManagementScopus© Citations 1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Mit einem Canvas den Grundstein für die ganzheitliche Gestaltungsarbeit in Veränderungsvorhaben legen – von fachlichen bis hin zu IT-AspektenType:journal articleJournal:HMD Praxis der WirtschaftsinformatikVolume:63Issue:4 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Exploring Data Mesh Adoption in Large OrganizationsThis paper explores how large incumbent organizations adopt the newly proposed data management approach “Data Mesh”. Particularly, this paper explores to which extent data ownership and data governance are shifting from a centralized to a decentralized approach and whether companies take different paths in this transition.Type:journal articleJournal:Issues in Informing Science and Information TechnologyVolume:22Issue:12DOI:10.28945/5509 - 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 59 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Dealing with Complexity in Design Science Research: A Methodology Using Design Echelons(2024-06); Jan Vom BrockeDesign science research (DSR) aims to generate knowledge about innovative solutions to real-world problems. Consequently, DSR needs to deal with the complexity related to problem and solution spaces involving socio-technical phenomena that people perceive differently and are subject to constant change. This complexity poses challenges to sequential, process-based approaches—specifically, the existing DSR methodology. We designed a DSR methodology that extends existing approaches by adding a complementary organizing logic to address complexity. Based on the theory of hierarchical, multilevel systems, we suggest organizing DSR based on the concept of “echelon”—meaning to decompose DSR projects into smaller logically coherent self-contained parts—and suggest a set of five design echelons that imply a hierarchical organizing logic for DSR projects. The echeloned DSR (eDSR) methodology was developed in five iterations, involving seven design and evaluation episodes.Type:journal articleJournal:MIS QuarterlyVolume:48Issue:2Scopus© Citations 137 - 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, Unternehmensweites Datenmanagement in europäischen Grossbanken – Status Quo, Trend und Ausblick aus Sicht der Data Management & Analytics CommunityType:journal articleJournal:BIT Banking and Information TechnologyVolume:23Issue:2 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Corporate Agility Navigator: Guiding Organizations Through Their Agile TransformationBusinesses of all kinds need to innovate rapidly and adapt quickly due to market disruption fueled by the digital transformation. Executive managers require the management tool that supports them in navigating their company through agility transformation journey by identifying and developing organizational capabilities as means to enhance Corporate Agility.Type:journal articleJournal:Controlling : Zeitschrift für erfolgsorientierte UnternehmenssteuerungVolume:33Issue:5 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The Evolution of Information Systems Architecture: An Agent-Based Simulation Model(Management Information Research Center; University of Minnesota, 2020-03); ; ; Understanding how information systems (IS) architecture evolves and what outcomes can be expected from the evolution of IS architecture presents a considerable challenge for both research and practice. The evolution of IS architecture is marked by management’s efforts to keep local and short-term IS investments in line with enterprise-wide and long-term objectives, so they often employ coercive mechanisms to enforce enterprise-wide considerations on local actors. However, an organization is shaped by a multitude of heterogeneous local actors’ actions that pursue their own, sometimes conflicting, goals, norms, and values. This study offers a theory-informed simulation model that explores how IS architecture evolves and with what outcomes in various types of organizations. The simulation model is informed by institutional theory to capture various types of organizations that are characterized by different combinations of coercive, normative, and mimetic pressures, and by complex adaptive systems theory to capture the emergent character of IS architecture’s evolution. First, we outline the insights from simulation experiments. Then, building on the simulation model and theoretical insights, we discuss implications for both research and practice.Type:journal articleJournal:MIS Quarterly: Management Information Systems Quarterly (MISQ)Volume:44Issue:1Scopus© Citations 84 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Governance of Mixed Agile/Traditional Digital Transformation ProgramsType:journal articleJournal:Proceedings of the Americas Conference on Information Systems