01 - Organizational change and Impact of ICT
ICTs are part of corporate transformations in today competitive environments, often enabling new organizational forms and business models both in Public and Private Sector. The vast majority of change projects imply redesign and adaptation of ICT solutions, and in many cases they are entirely centered around these technologies. Organizations expect to use the new ICT to run new processes, innovate products and services, gain higher responsiveness, and implement new corporate environments aimed at transforming their internal structures into better achieving organizations.
To date, both practice and literature have widely shown that the effective implementation of new ICT is one of the most challenging tasks faced by managers, since it requires people to understand, absorb and adapt to the new requirements. The capacity to absorb and to fully implement the adoption of new ICTs is a key factor to gain extra competitive abilities, because the ultimate impact of ICT is mediated by a number of factors, many of which require an in-depth understanding of the organizational context and human behavior.
Despite the many change strategies and tactics applied so far and the fact that many research findings have associated successful tactics with organizational contexts, it is proving difficult to develop a comprehensive theory of ICT-enabled change management and change implementation. Empirical investigation must be conducted hand-in-hand with theory building if we want to better interpret today’s corporate environments. This Track, welcoming contributions representing a wide range of perspectives and approaches, encourages the interplay of theoretical and empirical research with practice and professional views and experiences.
Topics include (but are not limited to):
- Change management: successes or failures;
- Enablers (and/or inhibitors) of ICT-related change success;
- Relationships between ICT and business strategy;
- Change management theories, methodologies, techniques and tools;
- Analysis of the interaction of actors (individuals, groups, organizations and networks) and information technology during change processes;
- Bottom-up and top-down change processes;
- Change processes in technology development, adoption, deployment in multi-cultural environments;
- Theories and tools to interpret ICT-related changes;
- ICT-enabled new business models emergence and implementation.
02 - Accounting Information Systems
The objective of the track is to bring together researchers from all disciplines related to Accounting Information Systems (AIS) in order to debate on the relationship between accounting and information technology. The track is interested in research on the links between information technology with financial accounting, auditing, reporting, management accounting, management control, and related disciplines.
The track particularly aims to stimulate the debate and the research concerning the interaction between digital/network technology and accounting information systems in order to investigate the relationship between ICT and innovation in the field of financial and management accounting. This track is aimed at discovering how such technologies stimulate innovations of skills and activities of accounting professionals as well as of accounting information systems. Furthermore, it aims to encourage studies which highlight how digital and social technology may induce innovation in the accounting environment (accounting professionals, accounting skills, accounting information systems, accounting models and other relevant enterprise systems, such as management control systems, performance measurement systems, internal control systems, risk assessment and risk management systems). Are also welcome papers that investigate how accounting information needs different ways to read information stimulate innovation in enterprise functions and in ICT.
The objective is to bring together researchers from all scientific fields related to Accounting Information Systems (AIS) for a high level interaction, discussion, and exchange of fruitful ideas in the setting of the Italian AIS (ItAIS).
The track will cover a wide range of topics. Topics of interest include, but are not limited to:
- AIS modeling and design
- AIS implementation and evaluation
- AIS and digital transformation
- AIS and social media,
- Financial Reporting and XBRL
- Management control, performance measurement and Big Data
- Management control and digital platform
- Accounting and Internet of Things
- Inter-organizational network and collaborative platform
- IT governance and compliance
- Information technology and the accountants’ role (Chief Financial Officer, Internal auditor, Compliance officer, Controller, and so on)
- Design and use of digital and social technology in different contexts, such as private and public companies, interorganizational networks, SMEs or multinational enterprises.
Perspectives from diverse fields such as computer science, accounting, psychology, sociology, cognitive science, political science, behavioral science, and economics as well as high-quality and theoretically sound studies of any type (quantitative/qualitative studies, action research, surveys, behavioral/experimental studies, design science, case studies, theory development, etc.) are equally encouraged. Papers are also welcome, bringing together researchers and practitioners to improve different research perspectives on AIS. Theoretical or empirical studies are equally encouraged as well as different kind of research methodology. Completed research and research-in-progress papers will be accepted. All submissions must be in English and will be blind reviewed by at least two referees.
A special issue on Accounting Information Systems track will be published in the “The International Journal of Digital Research”. Moreover there is the opportunity for the best English papers of this track to be fast tracked for publication in the “Management Control” Journal (Franco Angeli).
Keywords: Accounting Information System (AIS), Management control systems, Big Data, Business Intelligence (BI), XBRL, Compliance, Accountants role, IT Capability, IT Performance, E-invoice, Digital Transformation, Innovation
03 - Advanced ICT support for innovation strategies, management, and implementations
This track invites papers that aim at analyzing how advanced ICT systems may help firms to pursue their innovation goals, alongside with the definition and adoption of proper innovation strategies, and the management and implementation of efficient innovation processes. As recent studies on this topic show, the increased pace of technological progress and the increased complexity of technological developments have forced firms to redefine their approach to innovation. Mainly, what has become a key requirement for most firms is an active participation to a dense network of collaborative relationships with a plethora of diverse actors (public research organizations, firms, customers), which provide specialized competences and resources to the common innovation ecosystem. The search for and selection of whom to collaborate with, the ways how to collaborate and how to benefit from external resources for own innovative purposes has thus become the key competitive challenge in the modern age. Consequently, traditional innovation processes and strategies have to be profoundly redefined and new and updated managerial practices better suited to the new innovation imperative have to replace more traditional ones. Within this context, firms adopting advanced ICT systems may benefit of a relevant advantage with respect to competitors. The objective of this track is thus to disseminate findings and exchange experiences on the role that ICT systems play in innovating firms’ innovation processes. Studies that address new theories and/or show practical examples of best practices are welcomed.
Possible topics related to this track include, but are not limited to:
- The role of ICT in Open Innovation Ecosystems
- The impact of ICT systems on firms’ innovation capabilities
- IT-based new business- and organization models for effective innovation projects
- Diffused innovation and technology transfer processes
- The impact of technologies that facilitate collaborative innovation and networking, such as cloud based technologies and Service Oriented Architectures
- IT tools to support innovation-related decision making at the different phases of an innovation project
- Business models related to the implementation of the Internet of Things and Smart Objects
- New product development practices and the use of information systems to support distributed innovation networks
04 - Human-computer interaction
Modern Management Information Systems (MIS) may greatly benefit from the field of Human Computer Interaction (HCI), as methodologies for user-centered system design, usability engineering, accessibility, and information visualization have deep influence on technology usage in business, managerial, organizational, and cultural contexts. During the last years research and practice in HCI has continuously evolved, in response to the societal transformations occurred with the pervasive adoption of information technology in all aspects of life. The social, political, ethical, and organizational implications of emerging interactive technology are raising important research issues in the fields of interaction design, modeling and evaluation. As the user base of interactive systems is expanding from IT experts to consumers of different types, including elderly, young and special needs people, who access services and information via Web, new and exciting HCI research topics have emerged dealing with broader aspects of the interaction, such as designing for improving the overall user experience, favoring social connections and supporting collaboration.
The Track builds on the success of similar tracks of the last 5 editions of ITAIS. Considering this year main conference theme, ‘Empowering society through digital innovations’, we welcome researchers and practitioners of HCI and related disciplines who wish to offer their experience towards this ambitious goal. Submissions of research papers, experience reports, as well as research in progress articles are encouraged. Authors may contact track’s co-chairs to check whether or not the nature of their submission is appropriate for this track.
05 - Continuous Redesign of Socio-Technical Systems
IS research could be described having two different agendas in mind. Technical systems: represented by artifact focus. Human systems: represented by work design focus. Socio-technical approaches can be used within both these areas of interest and paradigms and indeed allow to break down barriers between too narrowly focalized researches by acknowledging the entangled nature of the technical and the social components in human activity systems (Trist, 1981). Since technical systems have been recognized to be intrinsically if not intentionally incomplete and perpetually in the making (Kallinikos, Aaltonen, & Marton, 2013), the design and re-design of socio-technical systems should be conceived as a continuous process involving innovators and recipients dealing with complex and evolving artifacts (Mumford, 2006) which can not be decoupled from the soft, social, cultural and even psychological components (Silver & Markus, 2013). Socio-technical approaches are historically grounded on a combination of humanistic principles. Part of the key contemporary agenda however, is looking on the ability to recognize the editable, interactive, open, and semiotic nature of digital artifacts. This in turn requires attention to be put on the intentionally pursued revision of contextually relevant action of the social environment.
In this track, we want to focus on design-oriented IS research inspired by socio-technical principles (Baskerville, Pries-Heje, & Venable, 2009), the materiality of digital artifacts (Leonardi, 2011, 2013) and their capability to enable pragmatic significance in situated material configurations (Beynon-Davies, 2011, Mattozzi, 2015). This would include IS oriented discussions of innovation and purposeful problem solving, characterized by the design and implementation of digital artifacts, with a particular attention to individual and / or organizational contexts. Appropriate methodologies can include re-interpreted and re-contextualized components from engineering, computer science, information system, management, social sciences including behavioural sciences.
Subjects of socio-technical and / or design oriented IS research can be problem analyses, systems theories, models of any kind, methods of any kind, or reflective reports on the actual IS instantiations in companies, government agencies or in private households. Also welcome is meta-research that reflects socio-technical and design oriented IS research, and proposes either methodological or epistemological advancements.
Baskerville, R., Pries-Heje, J., & Venable, J. (2009). Soft Design Science Methodology. In DESRIST ’09 .
Beynon-Davies, P. (2011). Significance: exploring the nature of information, systems and technology. New York: Palgrave Macmillan.
Kallinikos, J., Aaltonen, A., & Marton, A. (2013). The Ambivalent Ontology of Digital Artifacts. MIS Quarterly , 37(2), 357–370.
Leonardi, P. (2011). When flexible routines meet flexible technologies: Affordance, constraint, and the imbrication of human and material agencies. MIS Quarterly , 35(1), 147–167.
Leonardi, P. (2013). Theoretical foundations for the study of sociomateriality. Information and Organization , 23(2), 59–76.
Mattozzi, A. (2015) Rewriting the script, A methodological dialogue about the concept of “script” and how to account for the mediating role of objects. Forthcoming. A draft is avalable at http://www.utwente.nl/bms/steps/research/colloquia_and_seminars/colloquia/bestanden/2011-2012/mattozzi_rewriting_script.pdf
Mumford, E. (2006). The study of socio-technical design: reflections on its successes, failures and potential. Information Systems Journal , 16, 317–342.
Silver, M. S., & Markus, M. L. (2013). Conceptualizing the SocioTechnical (ST) Artifact. Systems, Signs & Actions, 7(1), 82–89.
Trist, E. (1981). The evolution of socio-technical systems – a conceptual framework and an action research program. Occasional Paper, 2, 1–67.
06 - Digitalization trends in Human Resources Management
The recent advances in information and communication technologies (ICT) and the growing pervasive presence of ICT in companies’ lives have had broad transformational organizational effects and have posed new challenges for human resource management. Experimentations in terms of HR processes such as automatization or exploring new ways of structuring work processes, new forms of working such as teleworking and virtual teams, the use of BigData and analytics tools, the adoption of enterprise social networks in order to eliminate functional boundaries, the focus on gamification and serious games, are only some of the processes that HR departments have undertaken in light of the digitalization and technology innovation pressure. These processes have important consequences on the way in which people interact and learn at work by allowing the share of knowledge and expertise and emphasizing bottom-up participation dynamics. But they are redefining also organizational boundaries in new, unexplored ways and reshaping the role of the HR department and HR managers. What are the consequences at the individual, social and organizational level of these trends? Are HR department and managers fully aware and ready to manage this digitalization wave? How HR studies can contribute to the design of information systems?
The aim of this track is to provide new insight into the impact of ICT on the HR function and HRM processes. By linking together these two research streams, the goal is to generate a fruitful debate aimed at analysing the consequences of ICT adoption in HR processes (e.g. the implication in terms of individual behaviour, social interaction, organizational change) and how these aspects can guide HRM system design.
Types of contributions:
- Current trends in HR management enabled by ICTs advances
- Developing digital competences and the role of HRM
- Developments and applications of enterprise social networks
- New forms of working and social dynamics enabled by ICT (e.g. teleworking, virtual teams, etc.)
- Best practices and experimentations in terms of HR practices via the adoption of ICTs
- Digital technologies fostering formal and informal learning at the workplace
07 - e-Services, Social Networks, and Smartcities
Internet has affected not only the business world but also the society at large. Distance, time, and culture limits are no more an obstacle to interaction and collaboration among individuals and organizations, but seem to belong to the distant past. The rapid expansion and popularity of the Internet has encouraged the development of new ways to work and interact within organizations, changing the traditional working procedures and extending firm’s boundaries. For instance, it have favorite the proliferation of virtual communities, fostering the social and exchange processes among individuals. Furthermore, the spread of Internet has also encouraged the development of business and market strategies, changing the nature of the organizations and their relationships with suppliers and customers. Social platforms, market places and online work places are becoming the trading zone of commercial lives and social lives alike and as such are affecting the design of global communities and organizations. Many of these platforms have been created with the aim of riding the technological evolution of the Internet and building their competitive advantage or organizational transformations on the intensive, if not exclusive, use of network technologies. Some experiences have ended up as big failures (e.g., Covisint reported in Klein, Krcmar, 2006), others have disappointed stakeholders’ expectations (e.g., Barnes and Noble, (Barnes, Vidgen, 2002)), yet others have reached enormous success revolutionizing entire markets, industrial sectors and public administrations. The Track aims at discussing papers that seek to analyze the evolution of these platforms in their role as the enablers and constrainers of global collaborations. This track encourages theoretical and empirical contributions that cover the following topics, but are not limited to:
- New organizational form IT-enabled;
- New services for mature industries and sectors;
- Social transformation throughout IT base platforms;
- Social transformations;
- Virtual organizations;
- Virtual communities;
- Social networks;
08 - ICT-enabled innovation in public services: co-production and collaborative networking
During the past decades, ICT-enabled innovation in public services has been almost exclusively considered through the lens of e-government, i.e. as a tool to create new and better service delivery, increase efficiency and transparency and improve the coordination of public administration procedures with the aim of giving the citizens more choice and flexibility in their relations with service providers. In the recent years, also due to the difficulties e-government encountered in delivering on its promise, new approaches have emerged that are centered on concepts like: government 2.0, open government/open data/open innovation; smart cities/smart government/smart citizens; app-based/ user-generated content and services. All these approaches point to the need of directly engaging citizens in the implementation of new or significantly improved ways of providing public goods and services. By considering citizens as a source of innovation, those approaches call for a conceptualization of the role of citizens that overcomes the rigid distinction between those that ‘create’ and those that ‘consume’ a service. Hence, there is the need of a more elaborated conceptualization of the role of citizens in public service design and provision that differs substantially from the one based on the view of citizens as service users typical of the e-government approach of first generation and turning it into an effective form of citizens’ engagement. This aims at making services not only user-centric or user-friendly but rather at improving the quality of decision-making, promoting greater trust in public institutions and enhancing public value through co-production and the exploitation of collaborative innovation networks established across the boundaries of the traditional public service delivery mechanisms.
Although the concept of co-production has been around for decades, in recent years there has been a renewed interest in it mainly due to the search for new, innovative, cost-efficient ways to provide public services and the desire to strengthen citizens’ participation and engagement. Moreover, in terms of enabling technologies, the co-production approach can now rely on the widespread availability (and use) of ICT-based tools (e.g. ubiquitous mobile connectivity, social media, and other web 2.0 tools and applications) which allow not just for mass dissemination but also for mass production and collaboration. This offers new possibilities for ICT-enabled collaborative service creation and provision where the distinctions between professionals, politicians, practitioners, civil servants, experts, consumers and citizens are blurring and where services are citizens-centric not because they are designed FOR citizens, but WITH citizens and BY citizens.
The objective of the track is to discuss co-production in public services from different theoretical and methodological points of view (e.g. Information Systems, Public Management, Service Science, Network Science) and to present case studies, successful examples and failures in order to collect lessons learned that may be useful for researchers and practitioners with an interest in this field.
Topics include (but are not limited to):
- Service co-production/co-creation in the public and in the private sector: differences and similarities
- ICT-enabled collaborative public service production
- Co-production as a tool for social innovation
- The role of social media to enable public service co-production
- Open data, open government and co-production
- Co-production and the role of citizens in smart cities
- Case-studies and examples of co-production in public services
- Co-production and Public/Private/Citizen Partnership
- Challenges of co-production for the work of public sector professionals
- How citizens can be motivated to engage in public service co-production
- How to assess the effects of public service co-production
09 - The new era of digitalization in Healthcare and Public sector
The track chairs welcome papers dealing with information technologies change the public sector and the healthcare system. In particular, how Information Technology (IT) enabling the multiplicity of governance arrangements that prompt the public interest. In the past decades, there has been a shift from the traditional Weberian public administration to forms emulating business models to public governance hybrid solutions based on collaboration and co-production. In this context, Information Communication Technology (ICT) has been considered a tool to create new and better service delivery, increase efficiency and transparency and improve the coordination of public administration procedures with the aim of giving the citizens or patients more choice and flexibility in their relations with service providers (e-government, or e-health). However, due to the difficulties e-government and e-health encountered in delivering on its promise, new approaches have emerged that are centered on concepts like: government 2.0, open government/open data/open innovation, HIS and policy, Organizational, operational, clinical and financial implications of HIS use, and Workflow management in healthcare settings. Neither is the impact consistent across different stakeholders, such as patients, care providers, including hospitals, physicians, nurses and pharmacists, and payers. Finally, challenges still remain for data integration across multiple sources and the meaningful analysis of healthcare data. In particular, open data in participatory information systems changes the way public sectors operate, which is often denoted as ‘open government’. Information systems in the public sector represent both traditional IS research perspectives in relation to implementation and use, as well as novel themes driven by the emergence of new technologies and behaviors of use of information and communication technologies (ICT) among citizens, businesses, and public sector organizations.
In the past years, government agencies have also embarked on initiatives in making their data available to their customers. These data are made accessible online and in machine-readable format where citizens as well as businesses can access and re-use these data to create innovative value-added products and services. As digitization increases in society, many questions arise about what it means to develop and maintain an open and transparent government, to engage in participatory democracy, notions of governance through transparency initiatives, co-design of open and collaborative government, how democratic/governmental institutions might be influenced through open government and transparency efforts, and research that develops and explores open and transparent government frameworks, theories, and practice.
The track aims at gathering and promoting confrontation between engaged scholars investigating the role of ICT enabling public and healthcare for the pursuit of public interest aims.
Types of Contributions
Possible topics include, but are not limited to:
- Transformational government and institutional change
- Meta-analysis of e-government project outcomes
- ICT-enabled performance management
- ICT, social responsibility, sustainability, accountability and resilient society
- Public Sector Accounting, Financial Management and Business Intelligence
- (Big) Open data (e.g., business models, co-development, risks and opportunities)
- Participatory government, co-production and crowd-sourcing
- Social media & social networking and government
- Adoption, diffusion and assimilation of health information systems
- Organizational, operational, clinical and financial implications of HIS use
- Personalized medicine
- Clinical, administrative and operational workflow changes associated with HIS implementation
- Healthcare analytics focused on cost, quality and efficiency of care delivery
- HIS and health policy
- Governance of HIS
- Patient-centered healthcare management
10 - IS (lost) in the Cloud
Cloud Computing is a multi-purpose paradigm that offers new opportunities for efficient management of IT infrastructures leveraging on virtualization of resources and services. Cloud Computing offers new opportunities for business models leveraging on the concepts of on-demand, self-service, and pay-by-use of IT infrastructures. Therefore, Cloud Computing represents both a technology for using computing infrastructures in a more efficient way, and a business model for selling computing resources and services.
The apparent availability of unlimited virtual resources makes possible a cheap deployment of large-scale applications and services for supporting information systems (IS). On this side Cloud Computing bears the promise of allowing a more flexible and scalable management of the infrastructure. At the same time it poses new and different treats for security that can be compromised by cyber attacks with detrimental effects on quality of service, reputation, and costs.
This track welcomes both theoretical and empirical papers discussing managerial implications, opportunities, and treats of Information Sytems managed under a Cloud Computing perspective. Such topics include, but are not limited to the following:
- Information Systems Performance, Monitoring, and Management in the cloud
- IT Service management in the cloud
- Cloud security management and service level agreement (SLA)
- Security, privacy, and compliance management for public, private, and hybrid clouds
- Privacy and security of big data in the cloud
- Costs and benefits assessment of cloud computing
- Trust and policy management in the cloud
- Cloud composition and federation
- Secure cloud resource virtualization mechanisms
- Privacy and integrity mechanisms for outsourcing
- Secure identity management mechanisms
- Business models for cloud computing
- Cloud strategy for enterprise business transformation
- Large scale cloud application
- Social, and mobile clouds
- Cloud solution design patterns
- Cloud provisioning orchestration
- Green and energy management of cloud computing
11 - Internet of Things: exploring tensions in global information infrastructures
Internet of Things (IoT) is a new digital environment created by the interaction and cooperation of objects connected by sensors and the web, which generate new services, new products and new business models. This environment offers a very rich set of opportunities for the research on the impacts of these new services on economic, organisation and social dimensions. It also provides a very interesting domain where to explore how to develop and implement these new technological architectures. The world where the real, the digital, and the virtual are converging to create smart environments that make energy, logistic, cities, factories and many other areas more intelligent is indeed becoming pervasive calling for more attention in the academic debate.
The Internet of Things has the potential to fundamentally disrupt the way we live and work. It offers organizations the opportunity to transform how they operate: improving their customer experience, accelerating growth, managing evolving risk and having new kind of data (big or small) to be analysed in order to implement better uses of resources. The use of platforms is being driven by transformative technologies such as cloud, things, and mobile. The Internet of Things and Services makes possible to create networks incorporating the entire manufacturing process that convert factories into a smart environment. The cloud enables a global infrastructure to generate new services, allowing anyone to create content and applications for global users. Networks of things connect smart objects globally and maintain their identity online. This track calls for contributions, which look at the architectural and governance mechanisms for the sustainable evolution and control of the Internet of Things.
The aim of this track is to stimulate and enrich the academic debate on the different dimensions of the IoT impact by exploring the organisational, managerial, technological and societal challenges that are emerging also in relation to compliance issues such as privacy and security.
We strongly encourage submissions that contribute to this debate from a multidisciplinary perspective. We also welcome case studies and theoretical contributions which explore the complexity associated to the diffusion the Internet of Things.
12 - Technology-enhanced learning: transforming learning processes in organizations
The phenomenon of tech-enhanced learning has grown a lot in the recent past, and nowadays it is still growing continuously. Indeed, both academic and management literature discusses the contribution of technology for educational purposes as relevant and dramatic. The following few statistics make even more clear the size of the tech-enhanced learning phenomenon. In 2002, fewer than half of educational institutions were considering online education as crucial to their long-term strategic planning, while the figure became about 70% in 2012. In 2015, Coursera platform has more than 15 million registered users. From 2012 up to now, searching Google Scholar for online learning and technology education we find respectively more than 870.000 and 1,3 million results.
These figures support what already known: it’s a widespread and high-impact phenomenon.
That is not only a trend in the educational sector, but represents a real educational paradigm shift.
Although this is inevitable, the effectiveness of tech-enhanced courses is still an open issue.
Moreover, scholars are also debating about the opportunity or, from another perspective, the risk that tech-enhanced learning programs will reduce the capacity of schools to keep offering valuable educational programs. According to a recent Financial Times online article (March 2016), the fear that people may bypass schools has proved unfounded.
Despite the literature is quite rich on this topic, more contributions aiming at a) clarifying the effectiveness of technology for educational purposes, b) explaining how to design and deliver successful tech-enhanced educational programs, c) exploring the next wave or trend in this field, are needed.
This track welcomes contributions from a wide range of perspectives and approaches, and encourages the interplay of theoretical and empirical research with managerial and practical experiences.
Authors may contact track’s co-chairs to check whether or not the nature of their submission is appropriate for this track.
Suggested topics include (but are not limited to):
- Designing tech-enhanced learning programs
- Blended learning
- Designing the learning process in a tech-enhanced setting
- Generational effect in a tech-enhanced learning process
- Using technology within educational programs
- Interactions in tech-enhanced learning programs
- Effectiveness of tech-enhanced learning programs
- Role of institutions in making tech-enhanced programs happen
- Managing the change process from traditional to tech-enhanced setting
- Online platforms for collaborative learning
- Gamification and interactive learning
- Physical and IT infrastructures for tech-enhanced learning
The authors of the best papers will be invited to submit an extended version of their work to a special issue of the “EAI Endorsed Transactions on e-Learning” Journal
13 - Supply Chain Resilience and Security
In a world of turbulent change, resilience is a key competency since challenges – such as business and IT interruptions, lack of visibility in supplier relationships, cost and product quality controls, and uncertainties associated with rapid changes in technology and product life cycles – represent key issues for the continuity, security and efficiency of the networks.
The goal of this track is to present high quality and relevant researches on new ways to manage supply chains and operations with a focus on resiliency, security, continuity and IT management.
Both theoretical and applied research will be considered. Topics of interest include, but are not limited to:
- Responsive and reconfigurable supply chains and operations
- Supply chain strategies to deal with overall economic and competitive uncertainty
- Resilient supply chain management
- Decision making models for resilient supply chains
- Sustainable supply chain management and operations resilience
- Risk and security management
- IT and cyber risk management
- Case studies of supply chain management, operations resilience, security
14 - Digital Marketing and Analytics
The recent marketing and managerial literature has emphasized the importance to cope with the “capabilities gap” created by the increasing digitalization of marketing channels and customer contact points.
Three main issues are identified as important challenges that marketing and management scholars have to address:
- the massive expansion of digital customer and market related data
- the fragmentation of market segments (micro-segmentation) and customer’s contact points,
- the exponential increase of social media users and the so-called social commerce
The data coming from websites, social media, forum or blogs are almost freely and real-time accessible. This creates the chance to deploy organizational real-time decision-making processes. But it also raises some important questions: how marketers can generate insights from these data and use them strategically? Which types of analytics tools and practices have to be developed by firms to achieve market performance? Which organizational systems, processes, skills and capabilities are necessary in digital data-rich environment? What kind of operations are mostly important for customer expectations? How to manage brand reputation in the era of digital market?
The proliferation of digital media, the exponential growth of social media users and the rise of social commerce is making central the up-dating of consumer behaviour research, issues such online word-of-mouth, online trust, online satisfaction and online loyalty, have to be reframed in the actual scenario. But also wider research question can be addressed: do different and new consumer behaviours emerge in this scenario? How these different digital environments change customer’s experience, and her path to purchase and the reasons to switch supplier? How to improve organization skills’ in managing the new marketing channel (multichannel vs. omnichannel marketing)?
Those challenges with different business antecedent and consequences are true for both B2C and B2B contexts.
The digital era is pushing Information System and Marketing toward a convergence point in order to answer to the above-mentioned research questions.
Accordingly the track welcomes both theoretical and empirical contributions, from different research areas, that dealt with the following (non exhaustive) list of topics:
- Organizational skills and capabilities in data-rich environment
- Redesign of organization to cope with marketing channels digitalization
- Customer and market insights from web, social media and mobile technologies
- Digital analytics and analytics skills in the “age of data”
- Online marketing strategy and micro-segmentation
- New online consumer behaviour and path to purchase
- Social commerce and social media customer insights
- Operations support and supply chain implication to achieve customer loyalty.
- The effects on business performance to create new market opportunities.