Publications of the Department of Information Systems and Services

This dissertation examines scaling agility in the context of incumbent firms' digital transformations. Existing research has primarily provided prescriptive frameworks, best practices, and normative implementation models. However, it falls short when it comes to the complex, dynamic tensions that arise in practice when agility is scaled in organizations. In particular, the socio-organizational dimensions of scaling initiatives — the continuous balancing of autonomy and alignment, the transformation of role identities, and the influence on digital transformation goals over time — remain largely unaddressed. Against this background, the dissertation aims to theoretically capture scaling agility as a dynamic, tension-filled, and challenging phenomenon. It develops a process-oriented, sociomaterial perspective that leaves static design templates behind and answers the central, three-part research question: What is scaling agility, how can it be managed, and what implications does it have for the digital transformation of established organizations? To answer this question, the dissertation comprises nine studies: two structured literature reviews, one taxonomy development, and six case study-based investigations. Taken together, they provide a cumulative understanding of scaling agility as an ongoing, tension-driven process that is closely linked to organizational structures, processes, identities, and value creation mechanisms.

Digital technologies are transforming the future of work, highlighting the increasing importance of human capital within organizations. A pivotal factor in this shift is the “digital mindset,” which encompasses cognitive patterns shaped by knowledge and experience, influencing how individuals perceive and interpret information. Despite its recognized importance in both media and academic literature, there is limited empirical research on what constitutes a digital mindset, how it can be cultivated, and its organizational impacts. This dissertation addresses these gaps by exploring the definition, conceptualization, and operationalization of the digital mindset, its benefits, and its role in mitigating challenges such as technostress in the digital workplace. The research identifies the digital mindset as a collection of IT-specific cognitive schemas, comprising eleven patterns grouped into three independent yet coexisting cognitions. These schemas are technology-agnostic, adaptable through experiences with digital innovation, and measurable using survey scales. Empirical findings reveal that a digital mindset indirectly promotes IS-infusion behavior, enabling employees to better recognize and leverage the potential of digital technologies. This mindset fosters innovation, complements technology use, and creates a healthier work environment by mitigating technostress, enhancing productivity, and improving job satisfaction. The dissertation contributes to information systems research by defining and conceptualizing the digital mindset, providing a multidimensional measurement scale, and offering insights into its formation through prior digital experiences. It also highlights its role in advancing affordance realization, enhancing the understanding of IT-specific traits, and improving stress management strategies in digital contexts. For organizations, fostering a digital mindset through targeted training and experiential programs can enhance innovation capabilities, optimize technology use, and support employee well-being. This work serves as a guide for practitioners and scholars to understand and leverage the potential benefits of a digital mindset in the era of digital transformation.

Das Nearshore-Outsourcing von Softwareentwicklungsprojekten nach Zentral- oder Osteuropa wird unter deutschen Unternehmen immer beliebter, es gilt jedoch gewisse Management-Grundsätze zu berücksichtigen. Der Vortrag gibt einen Einblick in eine Fallstudienserie der Universität Bamberg, in deren Rahmen zahlreiche Nearshoring-Arrangements hinsichtlich Erfolgsfaktoren untersucht wurden. Dabei werden Fragen zur Gestaltung der Governance und Kontrolle, zu effektivem Wissenstransfer, zu geeigneten Face-to-Face-Strategien und auch zum Umgang mit kulturellen Distanzen betrachtet und Erfolgsfaktoren für das effektive Management von Nearshoring-Dienstleistern identifiziert.