Options
Caroline Kiselev
Last Name
Kiselev
First name
Caroline
Email
caroline.kiselev@unisg.ch
Phone
+41 71 224 2865
Now showing
1 - 9 of 9
-
PublicationNeue QS-Ansätze als Erfolgsfaktor für SAP S/4HANA-Einführungen in der Industrie(C.H.BECK, 2024)
;Désirée Schröder ;Sina RohnerCéline SchneidingerType: journal articleJournal: Controlling -
PublicationEntwicklung, Einsatz und Wirkung des Digital Transformation Orchestrator( 2022)
;Schröder, Désirée ;Rohner, SinaType: journal article -
PublicationType: journal articleJournal: Proceedings of the Americas Conference on Information Systems
-
PublicationProject Success Requires Context-Aware GovernanceDespite growing project management maturity, the failure rate of IT-related projects remains high. We investigated four large IT-related projects within the Swiss Federal Administration that were well-managed but still failed. We found that these projects failed because of poor project governance, in particular inadequate handling of project context by the project sponsor and steering committee. We identify five contextual factors that steering committees should focus on and provide recommendations for strengthening context-aware project governance, illustrated by their implementation in the Swiss Federal Administration.Type: journal articleJournal: MIS Quarterly ExecutiveVolume: 19Issue: 3DOI: 10.17705/2msqe.00033
Scopus© Citations 10 -
PublicationSelection, Adaption and Use of IS and Business Development Methods in Digitalization Projects( 2022)
;Lagstedt, Altti ;Dahlberg, TomiType: conference paper -
PublicationDigital Transformation Programs – Control in the Context of Agile and Traditional Approaches: A Multiple-Case Study( 2019)Over the last years, digital transformation in organizations has been accompanied by a rise of agile principles and methodologies. Despite some few exceptions, the majority of organizations need to combine or manage the coexistence of agile and traditional management approaches to explore new digital technologies, exploit their benefits, and innovate business successfully. Up to the present, it is not well understood how organizations deal with both approaches within digital transformation programs. Drawing on control theory and the concept of ambidexterity, the purpose of this multiple-case study is to explore how traditional and agile components are managed within large digital transformation programs, what formal modes and styles of control are conducted, and which tensions in control arise. Besides identifying authoritative and enabling control modes, as well as for instance tensions concerning transparency and cadence of outcome delivery, the important dual and “translating” role of the program manager regarding control is emphasized through this study.Type: conference paper
-
PublicationType: conference paperJournal: Proceedings of the 52th Hawaii International Conference on System Sciences
-
PublicationGovernance for a Multi-National ERP Program in a Decentralized Organization – How Arbonia Doors Set Up a "Glocal" Governance Enabling Both Local Differentiation and Global Consistency(Springer International Publishing, 2021)
;Langenegger, P. ;Urbach, N. ;Röglinger, M. ;Kautz, K. ;Alias, R.A. ;Saunders, C.Wiener, M.(a) Situation faced: In 2019, Arbonia Doors, the door division of Arbonia Group (a multinational building supplier corporation), decided to implement SAP S4/HANA to realize global harmonization and integration across four highly autonomous local subsidiaries. In the early phase of the program, it became clear the program can only succeed if the gaps that exist between the aims of the four local subsidiaries and the aims at the division level can be bridged or even closed. This called for governance measures that address the tensions evoked by a decentralized organizational context. (b) Action taken: Armed with an understanding of governance as a means of control and coordination to deal with contrasting objectives within a program, the program manager and program sponsors decided that the identified tensions should be tackled through a set of appropriate governance measures. From the outset of the ERP program, Arbonia Doors set out to design, implement, and evaluate nine “glocal” governance measures ranging from program structures to community building measures. (c) Results achieved: Through the “glocal” governance measures, Arbonia Doors enabled both local differentiation and global consistency. Not only was it possible to define a consensual degree of process harmonization, but a boundary-spanning sense of community and collaboration was also established. This is expected to be valuable for future digital transformation programs in the group. (d) Lessons learned: A joint reflection with the program team on the designed “glocal” governance framework resulted in seven lessons learned that promise to be projectable to digital transformation programs in general: (1) Continuously frame an ERP endeavor as a major step in the digital transformation journey rather than as a large, complex IT program. (2) Actively strengthen the understanding and handling of tensions as a both-and rather than an either-or decision. (3) Start early and allow developing of governance measures by trial and error. (4) Foster co-creation of governance. (5) Cover formal as well as informal governance mechanisms. (6) Develop a clear strategy on how to include external partners. (7) Systematically demonstrate the effects of governance measures.Type: book section -
PublicationProgressing with Digital Transformation Endeavors - Towards Improved GovernanceTodays organizations have to continuously transform themselves to survive in the rapidly changing environment. In particular, continuous, rapid developments of digital technologies are key drivers of these changes. They leave hardly any organization, even organizations with long traditions, unaffected. The resulting urge to progress with digital transformation has motivated many organizations to set up large-scale, enterprise-wide programs. However, successfully realizing these programs is far from an easy task. While program management as a discipline has significantly matured over the previous years, increasing the understanding of and improving program governance to ensure direction, coordination, and control of joint objectives in programs, has been neglected in both theory and practice. This dissertation studies governance in digital transformation programs. Firstly, it investigates the importance of program governance as a means of ensuring program success. Secondly, it studies the current shortcomings of program governance in the context of the concurrence of opposing agile and traditional management approaches within programs and in the context of the concurrence of opposing local and global interests of involved stakeholders. Thirdly, it provides insights into possible improvements and further developments of program governance based on tension theory. To gain rich empirical insights, all papers of this dissertation are based on a qualitative research approach. The dissertation is of value for researchers and practitioners: The findings of the papers constituting this dissertation contribute to a better understanding of why governance is important to successfully progress with digital transformation endeavors and how it can be improved through ensuring both context- and tension-awareness. This dissertation lays the foundation to further investigate and develop governance practice in temporary organizations set up to progress with enterprise-wide digital transformation.Type: doctoral thesis