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Thomas Hans Friedrich Sammer
Former Member
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PublicationBalancing Innovation and Operations: Opportunities and Challenges of Second Generation Enterprise MobilityA new generation of mobile IT is driving new thinking and innovation in most areas of organizations and is challenging corporate IT. From a "computing" perspective, this second-generation enterprise mobility (SGEM), such as smartphones and media tablets, enables pervasiveness, much more intuitive computing, and contextual intelligence. This changes what can be done with IT in enterprises and creates new challenges for IT departments. Based on three group interviews and twelve individual interviews including data from 31 corporations, we explore how corporations are responding to SGEM. Based on this data, we derive three opportunities and four challenges. The synthesis of the results reveals that SGEM has changed employee expectations for professional IT and led to fundamental issues concerning the role and objectives of corporate IT departments. The results contribute to a more holistic picture of corporate usage of SGEM and illustrate how the new perception of IT is challenging common practice. An earlier version of this paper has previously been published in the Proceedings of the Nineteenth Americas Conference on Information Systems (Sammer, Brechbühl, & Back, 2013).Type: journal articleJournal: The journal of management systemsVolume: 24Issue: 3
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PublicationEmployee Acceptance and Use of Unified Communications and Collaboration in a Cross-Cultural EnvironmentAt the tip of the iceberg of the global financial crisis organizations are looking for economies of scale to survive in these challenging times. The Unified Communications and Collaboration (UC&C) platform is the perfect answer to support an organization's new strategies, aiming to increase employee productivity while decreasing costs. Our study combines recent collaboration research theories with the Unified Theory of Acceptance and Use of Technology (UTAUT). The authors aim to close the existing research gap by extending previous research with a cross-cultural dimension. They conducted an international field study in 34 countries involving 120 employees who were users of UC&C technology. The authors found that the UTAUT constructs are mainly validated in areas in which results suggest that performance expectancy and social influence are the most influential drivers in employee acceptance and use of UC&C in organizations.Type: journal articleJournal: International Journal of e-CollaborationVolume: 10Issue: 2
Scopus© Citations 9 -
PublicationEfficient And Ubiquitous Resource Allocation - Can Smartphones Improve Urban Traffic Flow Associated With Numerous Cars Searching For Parking Spaces?Compared to residential and commercial properties, parking spaces demand a relatively large amount of physical space, as Europe’s 257 million cars (ACEA, 2009) spend 95% of their time parked. Space in urban areas is especially limited in Europe, and this creates a high density of traffic associated with parking. Parking bottlenecks are recognized as a major factor for traffic jams in urban areas. These traffic jams raise several issues concerning environmental aspects and quality of life in urban areas. One way to improve this situation is to optimize the parking search process by planning and allocating parking space efficiently, which would lead to a reduction of traffic associated with searching for parking spaces. Our work addresses this topic and therefore targets the following research questions: 1. Which requirements of an efficient parking allocation mechanism are insufficiently implemented at this time? 2. Are mobile applications able to bypass the missing requirements? 3. How should a system be structured to enhance parking allocation in the future? To answer these questions, requirements for an efficient parking allocation are identified and the study addresses the current situation in parking allocation. Research shows that about 30% of a city's traffic results from searching for a parking spot. Searching occurs when needed information (i.e., where one can find an open spot) is unavailable. Analysis of the current situation shows that there are two options to regulate parking: time limits and parking fees. In addition to a lack of information, this leads to two further requirements for efficient allocation: searching for a parking spot is an urgent need, it has a time‐ and location‐dependency, and payment methods seem to be inconvenient at this time. We target this aspect of lack of information and assess current state-of-the-art parking systems, which include payment and allocation, based on the theory of the u-constructs. The four information drivers of the u-constructs describe a perfection to strive for in the field of ubiquitous information availability. Junglas and Watson (2006) define the four information drivers as follows: Ubiquity is access to information unconstrained by time and space, or accessibility combined with portability. Uniqueness means knowing the precise characteristics and location of a person or entity. Uniqueness combines localization, identification and portability. Universality describes the desire to overcome the friction of information systems incompatibilities. Examples are the drive for standards, or multi‐functional smart phones (e.g., phone, GPS, camera, PDA, media player). Unison is information consistency, and includes ideas such as a single view of the customer and synchronization of calendars across devices. Theory suggest that a system that implements these concepts leads to a superior solution. Using the u‐ constructs, we assessed the following parking systems as standardized cases: • Parking meter system • Parking deck, including a car-park routing system • sms&park, a smart-payment parking solution • E-Parking-System • P2P Parking, an enhancement and combination of smart-payment and e-parking systems The results show that smartphone-based solutions raise the ubiquitous availability but do not solve the main problem. None of the introduced cases fulfill the requirements and the u-constructs completely. In particular, the universality concept is not achieved. The problem comes from encapsulated systems: each provider of a parking system has its own database of available parking spaces. The central aspect of information asymmetry is therefore closely coupled with the need for a common database, which covers live data about parking spots. If future solution, which are may be even directly integrated in the existing navigation system of cars, should solve this problem, the major obstacle is the absence of a common data base. We recommend that governmental agencies should start projects to make these data available and provide it as open data. Open data would create novel possibilities for applications that can potentially contribute to reduce urban traffic and therefore have a direct impact on environmental quality. Authorities should release a standard format, similar to the SWIFT standard for normalized information exchange in the banking industry. This builds the basic requirement to overcome the fragmentation of devices (universality). Another recommendation is that private or commercial parking spots should be available to P2P parking systems whenever they are not being used. This increases the number of total parking spots without building new ones; existing resources will be used more efficiently.Type: conference paper
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PublicationWhy is there Variation in the Nature of Organizational Mobile IT Adoption? : An Empirical Study of the Influence of Organizational Culture on Organizational Mobile IT AdoptionThis study investigates how organizational culture (OC) influences the adoption of mobile IT in organizations. So far, research has only considered control or flexibility-oriented OC as an influencing factor in mobile IT adoption. We use the competing values model of Denison and Spreitzer to extend the existing theory and assess whether an external or internally-orientated OC influences mobile IT adoption in organizations. Based on a quantitative questionnaire, we collected data from CEOs, CIOs, and managers from 101 organizations. Employing PLS, the relationships of two culture types - group culture (GC) and developmental culture (DC) - and their influence on mobile IT adoption in customer relations, supplier relations, and production and operations is tested. The results show that GC and DC influences mobile IT adoption differently. GC has a positive influence on mobile IT adoption in production and operations and DC on mobile IT adoption in customer relations. Hence, the study indicates that mobile IT adoption is subject to cultural bias. The findings can support executives by creating an awareness of culturally-biased adoption. We contribute new insights into the understanding of mobile IT adoption and extend the existing theory concerning the influence of OC on organizational mobile IT adoption.Type: conference paper
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PublicationThe New Enterprise Mobility: Seizing the Opportunities and Challenges in Corporate Mobile ITA new generation of mobile IT is driving new thinking and innovation in most areas of organizations and is challenging corporate IT. From a "computing" perspective, this second-generation enterprise mobility (SGEM), such as smartphones and media tablets, enables pervasiveness, much more intuitive computing, and contextual intelligence. This changes what can be done with IT in enterprises and creates new challenges for IT departments. Based on three group interviews and twelve individual interviews including data from 31 corporations, we explore how corporations are responding to SGEM. Based on this data, we derive three opportunities and four challenges. The synthesis of the results reveals that SGEM has changed employee expectations for professional IT and led to fundamental issues concerning the role and objectives of corporate IT departments. The results contribute to a more holistic picture of corporate usage of SGEM and illustrate how the new perception of IT is challenging common practice.Type: conference paper
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PublicationSuccess and Failure: Two Longitudinal Case Studies on Media-Tablet Usage in CRMMedia-tablets are gaining widespread acceptance in companies and are increasingly being used for various business tasks. However, although there are several successful examples, a growing number of media-tablet projects get turned down. Based on case study data covering one year, this paper presents two projects that introduced a front office customer-relationship-management application for media-tablets. For each case, we conducted expert interviews in 2011 and 2012 with both the project manager and internal client of the project, documented the existing solution, and conducted a user survey. Over the time frame, the two projects evolved differently in terms of success. While one project was further advanced, the other had in fact been turned-down completely by management. A comparison of the cases reveals that the successful project was funded by an operating department, and the advantages of the solution had been communicated to all internal stakeholders. In contrast, the other project was driven primarily by user demand for media-tablets and was executed as an innovation project without a clear business rational. Therefore, we advise managers to ensure that media-tablet projects follow a well-defined business logic and to communicate the advantages to all relevant internal stakeholders.Type: conference paper
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PublicationBarrieren am Weg zum Mobile Contactless Payment : Eine Marktanalyse und Bestandsaufnahme der Situation in der Schweiz(Ges. für Informatik, 2012-03-01)
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PublicationType: conference paper
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PublicationType: conference paper
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PublicationErfolgsmessung zum Einsatz von Social Software im Softwareentwicklungsprozess am Beispiel der T-Systems Multimedia Solutions GmbH(Ges. für Informatik, 2011-02-22)