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PublicationA Value Co-Creation Perspective on Data Labeling in Hybrid Intelligence Systems: A Design Study( 2023)The adoption of innovative technologies confronts IT-Service-Management (ITSM) with an increasing volume and variety of requests. Artificial intelligence (AI) possesses the potential to augment customer service employees. However, the training data for AI systems are annotated by domain experts with little interest in labeling correctly due to their limited perceived value. Ultimately, insufficient labeled data leads to diminishing returns in AI performance. Following a design science research approach, we provide a novel human-in-the-loop (HIL) design for ITSM support ticket recommendations by incorporating a value co-creation perspective. The design incentivizes ITSM agents to provide labels during their everyday ticket-handling procedures. We develop a functional prototype based on 17,120 support tickets provided by a pilot partner as an instantiation and evaluate the design through accuracy metrics and user evaluations. Our evaluation revealed that recommendations after label improvement showed increased user ratings, and users are willing to contribute their domain knowledge. The improved labels can be utilized to continuously enhance the AI system as rewards showed increasing growth with decreasing marginal returns. Overall, our results emphasize agents' need for value-in-use by providing better results if they improve the labeling of support tickets pre-labeled by AI. Thus, we provide prescriptive knowledge of a novel HIL design that enables efficient and interactive labeling in the context of diverse applications of reinforcement learning systems.Type:Journal:
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PublicationUsing ‘Panel Reports’ to Advance Scholarly Discourse: A Change in Editorial Policy and Guidelines for Authors of ‘Panel Reports’(ACM, 2021)‘Panel reports’ reflect a particular category of submissions that can be made to the Communications of the Association for Information Systems (CAIS). As stated online, panel reports differ from traditional research papers in that “CAIS is open to publishing reports of panels, debates, symposia, workshops and similar events. Such reports have to clearly position the matter of discussion at the event, highlight the relevance of event and topic and outline the different views on the topic that emanated at the events.” (https://aisel.aisnet.org/cais/panel_reports.pdf). While this definition has persisted for some time and still holds true, it leaves room for interpretation what constitutes a contribution and how one knows that a particular paper has made enough of one. The purpose of this editorial is to provide interpretation and elaboration of these principles based on our collective experience with such reports.
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PublicationConquering the Challenge of Continuous Business Model Improvement Design of a Repeatable Process(Springer Fachmedien Wiesbaden GmbH, 2018)In an atmosphere of rapidly changing business environments and intense competition, adequate and timely business models are crucial for companies. Current research mainly focuses on business model development that often neglects the legacy of established companies. The paper at hand addresses this research gap by a process design which allows established companies to rethink, improve, and continually innovate their business models. Following a design science research approach, requirements for improving business models are identified by the analysis of existing literature and by expert interviews. Collaboration Engineering and a multilevel evaluation are applied to create a continuous and implementable process design for business model improvement – including specific activities, instructions, and tools. The process design represents a nascent design theory in form of an “invention” type of knowledge contribution. Moreover, going beyond existing literature, the importance of collaboration between participants in a business model improvement project is highlighted. From a practical perspective, the developed process design enables companies for continuous and recurring business model improvement without the ongoing support of professional moderators or consultants.
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PublicationManaging disruptive innovation through service systems - Crowdlending in the banking industry(University of St.Gallen, 2017)
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PublicationWhy the Agile Mindset Matters( 2021-08-03)Volatility, uncertainty, ambiguity, and complexity (VUCA) are drivers in today’s business world. Therefore, an increasing number of organizations implement agility (agile methods) to cope with the rapid and accelerating change. However, these agile transformations do not succeed unhindered, and some fail. One reason for that is the employees lacking an agile mindset and they do not support or participate in the transformation. So far, knowledge of the agile mindset is in its infancy. A conceptualization for developing a measuring instrument on the individual level is lacking. Furthermore, the relevance of the agile mindset regarding organizational performance in a VUCA world is still unclear. Our study aims to close this gap. To do so, we examine the agile mindset with 15 qualitative interviews and conduct an online survey (N=449) to predict organizational agility and organizational performance based on the agile mindset. As for results, we conceptualize the agile mindset as an attitude that comprises four dimensions: ’learning spirit’, ‘collaborative exchange’, ‘empowered self-guiding’, and ‘iterative value creation’. We have found an indirect effect of the agile mindset affecting organizational performance towards organizational agility. These findings contribute to the agility and management research by providing both a conceptualization and a measuring instrument for the agile mindset. Furthermore, the agile mindset´s relevance in agile transformation is explained and its relation to organizational performance outlined. For successful agile transformation, executives must focus on the agile mindset of their employees and foster this by e.g. being a role model.
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PublicationLeaders, Empower Your Workforce! Analyzing Leadership in Internal Crowd Work.( 2020-07-29)New digital and agile forms of work organization require new leadership styles and competencies. Still, the understanding of leadership in these new forms of work is in its infancy. We select internal crowd work (ICW) as one, clearly defined new form of work and increase understanding of leadership in this context by analyzing four distinct cases of ICW. Based on qualitative interviews, we describe how employees perceive psychological empowerment and develop workforce agility through different leadership styles in ICW. As our main contribution, we detail and extend existing research regarding ICW and empowerment by identifying structural antecedents that affect psychological empowerment of ICW as well as consequences of an empowered workforce in ICW. Thereby, we indicate that an empowered workforce is an important factor for the implementation of workforce agility in ICW. Moreover, regarding leadership, we explain the design and changes of leadership in ICW in detail and explicate a new requirement for leaders in agile and digital form of work organization: the flexible handling of different context-specific situations, projects and tasks. For this purpose, we develop a theoretical model that describes the effects of shared leadership, empowering leadership and e-leadership on workforce agility mediated by an empowered workforce
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