Data ecosystems are increasingly central to organizational strategy as they promise to democratize data sharing and enhance sustainability through collaborative models. Grounded in theories of decentralized governance, we examine how these ecosystems evolve from a conceptual decentralized framework to a more centralized operational reality as they mature. Employing an exploratory case study of four data ecosystems, based on 25 interviews and archival data, we investigate the transition within data ecosystems from decentralized emergence to the governance trade-offs necessitated by their expansion and increased complexity. Our findings depict a spectrum of governance adaptations: while some ecosystems develop formal structures that lean towards centralization to facilitate scaling, others maintain their foundational decentralized approach through self-regulation and technology-driven solutions. Our results contribute to the theoretical understanding of the dynamic governance within data ecosystems, revealing the processual nuances of balancing decentralization with operational centralization. This has implications for practitioners who must design flexible governance mechanisms capable of navigating between decentralized ideals and the centralizing demands of ecosystem growth and complexity.

Low-code/no-code (LCNC) platforms, such as ServiceNow and Microsoft Power Platform, enable employees without formal IT training to build applications and automate workflows, thus driving agility and reducing dependence on traditional IT teams. However, LCNC platforms also pose a persistent challenge for organisations: while they offer flexibility and freedom by enabling decentralised development, they also require standardisation and control to manage risks that can be exacerbated by these platforms, such as shadow IT and technical debt. Striking the right balance is difficult—too much flexibility can compromise stability, while too much standardisation can stifle the autonomy and creativity that make LCNC platforms valuable in the first place. This study explores flexibility–standardisation tensions in LCNC development through an investigation of two multinational technology firms with differing LCNC maturity levels, both using ServiceNow. Drawing from 57 interviews, we identify three types of flexibility-standardisation tensions shaped by three key elements of LCNC development: the platform itself, the people using the platform and the organisational processes targeted for improvement. We derive six guidelines used to navigate flexibility–standardisation tensions and demonstrate how these are applied across different stages of LCNC maturity. Building on these insights, we provide concrete, context-sensitive recommendations to help organisations adapt the guidelines to their specific environments. We conclude with forward-looking reflections on how firms can dynamically make sense of these tensions as LCNC platforms and practices evolve. Overall, our findings show that effective LCNC governance requires a dynamic approach—one that balances flexibility and standardisation simultaneously rather than treating them as opposing choices.

Many students and lecturers desire tangible and conceivable teaching content. In the information systems (IS) domain, access to real-life information technology (IT) is required. Nevertheless, it often needs more than access, such as contract processing, suitable curricula, or lecturer training. In many cases, these activities are managed bilaterally between an educational institution and a company. The resulting partnerships, however, bear the risk of dispersing as soon as strategic, technological, or staffing conditions change. To address this issue, we examine the ecosystemic approach toward academic-industry partnerships. The ecosystemic approach applies the concept of competence centers as independent intermediary hubs. Using the SAP University Alliances (SAP UA) program as an example of the ecosystemic approach, we iteratively develop an e3 value model of the ecosystem by interviewing its stakeholders and validating the resulting model at a conference with the SAP UA community. Further, we develop six role concepts and respective requirement dimensions that facilitate effective knowledge exchange in IT companies’ academic ecosystems. Our contributions provide insights into how such an ecosystem can be structured and critically assess application fields by considering the continuous changes affecting the IS education community. Implications for practitioners and researchers in the field of academic-industry collaboration are discussed.

Organizations can use data in various ways to create business value. However, many firms struggle to use data as an integral part of their information systems (IS) and business strategies to innovate their business model and increase business value. As approaches for data-based value creation are still nascent or in development, conceptual work reflecting the diversity of data-based value-creation strategies within organizational settings is scarce. Based on a sample of 75 ventures, we develop a data strategy taxonomy to manifest the key characteristics of data-based strategy-making. We use the taxonomy and conduct a cluster analysis to derive four strategic types of data-based value creation: data for efficiency, data for complements, data for niche innovations, and data for attention and market control. Based on an evaluation of 12 firms where we conducted interviews, the four strategic types of data-based value creation provide a more thorough understanding of how organizations strategically integrate data into their business and IS strategy. The “data for attention and market control” strategic type extends classic findings on IS and business strategies arising from the pervasive market power and leadership position derived from data. As a practical implication, our results guide decision-makers to plan, communicate, and seize their data strategy ambitions.

One major goal of eGovernment is the provision of an efficient and cost-effective infrastructure enabling access to online resources for all citizens. While at the beginning this goal was basically related to Internet, today there is growing demand for providing access anywhere and anytime also where wired networks are not available. Major drivers of this development are emerging technologies as WLAN and the growing mobility of inhabitants as well as increasing usage and penetration of mobile phones. Another driver are emerging opportunities for new services for citizens based on mobile technology summarized under the term mGovernment. In order to enable mobile applications on a larger scale an efficient infrastructure is necessary. In this paper the approach of Turku, Southwest Finland, in creating a wireless infrastructure will be described based on a case study.