Research

The research activities of the chair focus on current issues in the field of Digital Innovation & Transformation. We focus on the question of how the collaboration between IT and business can be made effective and how organizations can use this collaboration to create digital innovations for their business. Specifically, we are working on the following research projects:

Design and Value Creation of Digital Innovation Labs

Design and Value Creation of Digital Innovation Labs

In recent years, many companies have set up so-called Digital Innovation Labs to help them develop digital innovations for the company faster and more successfully. There are many different objectives and different orientations. In this project, we look at which organizational designs best support the different objectives and how Digital Innovation Labs need to be integrated into the overall company in order to effectively support the exchange of resources, knowledge and culture and contribute to an ambidexterity of the company. The study is conducted in cooperation with the ProcessLab of the Frankfurt School.

First publications:

  • Holotiuk, F., Beimborn, D. (2019): Temporal Ambidexterity: How Digital Innovation Labs Connect Exploration and Exploitation for Digital Innovation. Proceedings of the 40th International Conference on Information Systems (ICIS), München.
  • Hund, A., Holotiuk, F., Wagner, H., and Beimborn, D. (2019): Knowledge Management in the Digital Era: How Digital Innovation Labs Facilitate Knowledge Recombination. Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm-Uppsala.

The Role of Organizational Recombination and Information Systems for a Firm’s Digital Innovation Capability

How can companies effectively support their innovation processes through "Organizational Recombination" and information systems? We investigate how companies need to adapt or even reinvent their organizational structures and innovation management processes in order to achieve a sufficient level of agility, involve all relevant areas of the company (business departments, IT, marketing & sales, analytics, legal, HR) and thus innovate faster and more successfully. In doing so, we rely on preliminary work on "Digital Business Strategy" and "Organizational Recombination" to theoretically and empirically investigate the role of new organizational structures and identify suitable types of IT support. Based on the theoretical concepts of ambidexterity, organizational learning, absorptive capacity and organizational control, we develop an understanding of how the organizational recombination of IT and non-IT units contributes to the success of innovation. Concrete research questions in this project are: Which restructuring measures are more successful vs. more efficient vs. more sustainable to achieve higher agility and higher innovation success? Will Squad&Tribe and other Scaled Agile concepts be effective or rather separate digital units? How complementary or substitutive are such approaches? How can IT systems be used to best support internal processes as well as cooperations with start-ups and other external partners? How do IT operations have to be restructured to enable ambidexterity on the IT side (e.g. different forms of multi-speed architectures and bimodal IT)?

Selected publications:

  • Moos, B., Wagner, H.-T., Beimborn, D., Weitzel, T.: The Contagious Power of Innovativeness: How Different Corporate Partners Contribute to a Firm‘s Knowledge. International Journal of Innovation Management (19:4), 2015.
  • Moos, B., Beimborn, D., Wagner, H.-T., Weitzel, T.: The Role of Knowledge Management Systems for Innovation: An Absorptive Capacity Perspective. International Journal of Innovation Management (17:5), 2013.

Creating and Maintaining Shared Business/IT Understanding

The common understanding between IT and business departments (Shared Business/IT Understanding) within organizations is an essential success factor for the cooperation and management of IT projects. Nevertheless, many companies have problems at this point - often there is not only a lack of understanding but also misunderstandings about the other side, which often lead to substantial conflicts. Our research aims at understanding what exactly needs to be understood for a successful cooperation between IT and business (the relevant dimensions of Shared Understanding) and with which management measures a sufficient level can be reached and maintained over time (influencing factors of Shared Understanding). Methodically, we conduct case studies, surveys and especially long-term observations of IT projects and interfaces between business and IT departments and IT service providers. We are particularly dependent on cooperation with companies - please contact us if you are interested.

Selected publications:

  • Wagner, H.-T., Beimborn, D., Weitzel, T.: How Social Capital among IT and Business Units Drives Operational Alignment and IT Business Value. Journal of Management Information Systems (31:1), 2014, pp. 241-272.
  • Schlosser, F., Beimborn, D., Weitzel, T., Wagner, H.-T.: Achieving Social Alignment between Business and IT – An Empirical Evaluation of the Efficacy of IT Governance Mechanisms. Journal of Information Technology (30), 2015, pp. 119-135.
  • Zolper, K., Beimborn, D., Weitzel, T.: When the River Leaves its Bed: Analyzing Deviations between Planned and Actual Interaction Structures in IT Change Processes. Journal of Information Technology (28:4), 2013, pp. 333-353.

Success Factors for Business Process Standardization

To gain efficiency advantages, companies focus on the implementation of process-oriented organizational structures and the standardization of business processes. In the past, we have dealt with procedural models for process standardization. A common problem, however, is to ensure that once standardized processes remain standardized - this requires appropriate governance as well as the creation of understanding and acceptance among the employees involved in the processes. In this project we therefore deal with the "Human Side of Process Management" and examine factors that influence the process orientation and acceptance of standardization measures by the employees. For example, we were able to contribute to the implementation of a new governance structure at a DAX company.

In the future, the focus here will also be increasingly on the topic of "innovation": How do we move from employees who accept process changes to co-innovators, i.e. employees who proactively participate in process innovations with their own suggestions? Cooperation in this area is taking place with the ProcessLab of the Frankfurt School, the University of Rostock and Lufthansa Technik, among others.

Selected publications:

  • Leyer, M., Beimborn, D., Kettenbohrer, J.: Will Users of Process Management Systems Be More Innovative? Proceedings of the ACM SIGMIS CPR Conference, Buffalo/Niagara Falls, 2018.
  • Beimborn, D., Joachim, N., Weitzel, T.: Do Service-Oriented IT Architectures Facilitate Business Process Outsourcing? Journal of Business Economics (82:4), pp. 77-108.
  • Kloppenburg, M., Kettenbohrer, J., Beimborn, D., Bögle, M.: Leading 20,000+ Employees by a Process-oriented Management System – Insights to Process Management at Lufthansa Technig Group. Proceedings of the 13th Business Process Management Workshops, Innsbruck.

Managing Outsourcing Relationships & Innovation Quality

In the past, the holder of this chair has done a lot of research on success factors for effective IT service management, in particular the management of IT outsourcing relationships. We have developed tools to measure the quality of outsourcing relationships, especially the "soft factors" (such as openness of communication, effectiveness of conflict resolution and the level of common understanding) and are now in the process of developing this into an analytics-based monitoring tool. Methodologically, we are initially working with case studies and survey-based instruments, but in the future we will also use approaches of social network analysis and sentiment analysis. Furthermore, we are focusing on how relationships with outsourcing and cloud service providers need to be managed so that not only the operational service performance is right, but also that the service provider uses its IT competencies to provide innovation services for its clients. This research project is partly conducted in cooperation with the International Association of Outsourcing Professionals (IAOP), whose Strategic Alliance Partners include the University of Bamberg.

Selected Publications:

  • Beimborn, D.: Considering the Relative Relevance of Outsourcing Relationship Quality. Proceedings of the 20th European Conference on Information Systems (ECIS), Barcelona, 2012.
  • Beimborn, D. Wagner, H.-T., Blumenberg, S., Beimborn, D.: Knowledge Transfer Processes in IT Outsourcing Relationships and their Impact on Shared Knowledge and Outsourcing Performance. International Journal of Information Management (29:5),2009, pp. 342-352.
  • Wüllenweber, K., Beimborn, D., Weitzel, T., König, W.: The Impact of Process Standardization on Business Process Outsourcing Success. Information Systems Frontiers (10:2), 2008, pp. 211-224.