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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.

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.