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Jarring events, be they global crises such as COVID-19 or technological events such as the Cambridge Analytica data incident, have bullwhip effects on billions of people's daily lives. Such “shocks” vary in their characteristics. While some shocks cause, for example, widespread adoption of information systems (IS) as diverse as Netflix and Teams, others lead users to stop using IS, such as Facebook. To offer insights into the multifaceted ways shocks influence user behavior, this study aims to assess the status quo of shock-related literature in the IS discipline and develop a taxonomy that paves the path for future IS research on shocks.

This study conducted a literature review (N = 70) to assess the status quo of shock-related research in the IS discipline. Through a qualitative study based on users who experienced shocks (N = 39), it confirmed the findings of previous literature in an illustrative IS research context. Integrating the findings of the literature review and qualitative study, this study informs a taxonomy of shocks impacting IS use.

This study identifies different ways that shocks influence user behavior. The taxonomy reveals that IS research could profit from considering environmental, private and work shocks and shedding light on positive shocks. IS research could also benefit from examining the urgency of shocks, as there are indications that this influences how and when individuals react to a specific shock.

Findings complement previous rational explanations for user behavior by showing technology use can be influenced by shocks. This study offers a foundation for forward-looking research that connects jarring events to patterns of technology use.

“Smart devices think you're “too lazy” to opt out of privacy defaults” was the headline of a recent news report indicating that individuals might be too lazy to stop disclosing their private information and therefore to protect their information privacy. In current privacy research, privacy concerns and self-disclosure are central constructs regarding protecting privacy. One might assume that being concerned about protecting privacy would lead individuals to disclose less personal information. However, past research has shown that individuals continue to disclose personal information despite high privacy concerns, which is commonly referred to as the privacy paradox. This study introduces laziness as a personality trait in the privacy context, asking to what degree individual laziness influences privacy issues.

After conceptualizing, defining and operationalizing laziness, the authors analyzed information collected in a longitudinal empirical study and evaluated the results through structural equation modeling.

The findings show that the privacy paradox holds true, yet the level of laziness influences it. In particular, the privacy paradox applies to very lazy individuals but not to less lazy individuals.

With these results one can better explain the privacy paradox and self-disclosure behavior.

The state might want to introduce laws that not only bring organizations to handle information in a private manner but also make it as easy as possible for individuals to protect their privacy.

Based on a literature review, a clear research gap has been identified, filled by this research study.

Qualitative Comparative Analysis (QCA) is a promising, powerful method that is increasingly used for IS research. However, the Information Systems (IS) discipline still lacks a shared understanding of how to conduct and report QCA. This paper introduces the fundamental concepts of QCA, summarizes the status quo, and derives recommendations for future research.

A descriptive literature review in major IS outlets summarizes how and why QCA has been used in the IS discipline, critically evaluates the status quo, and derives recommendations for future QCA studies.

The literature review reveals 32 empirical research articles in major IS journals that have used the QCA method. Articles applied QCA to a broad range of research topics at the individual and organizational levels, mainly as a standalone analysis for theory development, elaboration and testing. The authors also provide evidence that most published IS research articles do not take full advantage of the potential QCA, such as analyzing necessary causal conditions or testing the robustness of QCA results. The authors provide seven actionable recommendations for future IS research using QCA.

The literature review assesses the status quo of QCA’s application in the IS discipline and provides specific recommendations on how IS researchers can leverage the full potential of QCA.

Individuals only click on a very small fraction of the in-app advertisements (ads) they are exposed to. Despite this fact, organizations spend generously placing in-app ads without theoretical knowledge of how the structure and the semantics of in-app ads influence individuals’ clicking behavior. This study aims to identify how the processing of structural and semantic factors leads to clicking behavior.

Based on the limited capacity theory, this paper proposes that the sequential processing of structural and semantic factors leads to clicking behavior. To mirror the sequential process, this paper applies a process-oriented configurational approach and performs a two-step qualitative comparative analysis (QCA) using 262 incidents of exposure to in-app ads.

The results support the proposed sequential processing and show that neither structural nor semantic factors alone lead to clicking behavior. This paper reveals four different paths of sequential processing of in-app ads that lead to clicking behavior. The results show that individuals click on non-animated in-app ads even though these are perceived as irritating or privacy-concerning. When the in-app ads are animated, individuals do only click on them when these are not irritating, privacy-concerning and personalized.

Organizations can use these findings to improve their in-app ads and generate more clicks. This study recommends that organizations place in-app ads in a prominent location, design them similar to the design of the app and use bright colors. The advertising message needs to have new and relevant information in a credible and entertaining way. Depending on the degree of personalization, organizations should use different sizes of the in-app ad and only use animation if it is unlikely that the in-app ad caused irritation or privacy concerns.

Organizations can use these findings to improve their in-app ads and generate more clicks. This paper recommends that organizations place in-app ads in a prominent location, design them similar to the design of the app and with bright colors. The advertising message needs to have new and relevant information in a credible and entertaining way. Depending on the degree of personalization, organizations should use different sizes of the in-app ad and only use animation if it is unlikely that the in-app ad caused irritation or privacy concerns.

From the in-app ad perspective, this study is the first to theoretically develop and empirically show the sequential processing of structural and semantic factors of in-app ads. From the methodological perspective, this study applies an advanced configurational two-step QCA approach, which is capable of analyzing sequential processes and is new to marketing research.

The purpose of this paper is to show if business process standardization (BPS) has an impact on business process performance and should be considered as both a valid business process management (BPM) measure and a regular driver of process success.

An empirical analysis based on data from 156 firms is used to evaluate the hypothesis that process standardization positively impacts business process time, cost, and quality.

First, the paper proposes a model and empirical operationalization to analyze the impact of process standardization on process performance. Second, empirical analysis shows that BPS has a decisive impact on process performance (R²=61.9 percent). Precisely, there is a significant impact on process time, cost, and most notably on quality. The results indicate that the impact is strongest in services firms and varies subject to a firm's strategy type.

The results suggest that BPS should regularly be considered a prime action item and major tool in a firm's BPM toolbox.

The paper is among the first to empirically show the vital impact of process standardization on performance. For academics and practitioners interested in BPM and the value impact of processes, the results suggest adding process standardization as a regular argument into research on and management of business processes.

The goal of this paper is to identify core IT value drivers in firms and to model them as an IT production function to help disclose and measure the IT value creation process and to guide managers in seeking adequate ways of employing the IT resource.

Based on a critical review of the literature on the resource‐based view, an IT value framework based on the constructs IT capability, resource, and routine is developed and then formalized as an IT production function.

Organizational routines are decisive for turning firm resources into an IT capability and in turn into better business process performance. Shows how the IT value creation process in general and routines in particular can be measured and formalized.

As the interaction between IT and business units is crucial for IT value generation, organizational routines provide for important knowledge flows that turn firm resources into value generating capabilities. Proposes a concrete method to measure and evaluate these routines and thereby contribute to making the IT resource controllable.

The main contribution is the identification and analytical formalization of the role of routines for IT value creation. Shows how insights from the resource‐based view, microeconomic theory (Cobb‐Douglas/CES production function), and Granovetter's strength of ties argument can be used to describe, measure, and guide IT value creation and to develop an IT production function.

There is only scarce research about the transformation of e-HRM in general, and of the e-recruiting function in particular. Further, there is not much known of the transformational implications for the related people, process, and information technology (IT). The paper aims to discuss these issues.

To analyze the transformation of e-recruiting caused by external influences outside of the organization, the authors report the results of an eight-year case with a media corporation in order to derive and describe five consecutive steps of an e-recruiting transformation model.

The paper comes up with five stages (transformation of tools, transformation of systems, transformation of workflows, transformation of tasks, and transformation of communication), each influenced by external developments and market tendencies (War for Talent, increasing number of applications, job market switch, globalization of job market, changing communication behavior).

This research contributes to literature by explaining the drivers of an e-HRM transformation and the different stages of this transformation process differentiated by the affected people, processes, and IT. However, it only observes the transformation in one company, hence the transformation of further e-HRM functions in other companies might differ.

The paper highlights both the transformation of e-recruiting and for the related people, processes, and IT, so companies could observe their current status of e-recruiting transformation.

This paper represents the first longitudinal approach observing the transformation of e-recruiting by describing different stages and external influences.

There is ample anecdotal evidence, as well as an emergent body of literature, which examines the role of entrepreneurial teams in the success and growth of businesses. Earlier research by the authors has demonstrated that the core competence required by founding entrepreneurs is the ability to build and manage relationships. Their more recent work suggests that this core competence must be based around a clear vision for the business. In other words, the founding entrepreneur must be able to build a team to deliver the business vision. A review of literature is provided in this paper, offering a definition of the concept and some of the core issues that have to be addressed by entrepreneurs and small firm policies if businesses are to continue growing. This is supported by some preliminary findings from empirical research into how entrepreneurial teams are formed. The paper continues with propositions that can lead to further research in this relatively unexplored field.

While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights into the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change.

A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method.

The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared with intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research.

The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change.

Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.