Practically relevant scientific research is communicated to practitioner audiences in a way that focuses on what is essential.
Insight is based on the rigoros application of the scientific method - practitioners trust science because its findings are grounded in empirical evidence.
Scientific research is a global endeavor, and results are subjected to the scrutiny of the scientific discourse.
The field of technology is fast moving - those organizations gain competitive advantage that know the latest developments in research and practice.
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Problem: A case study examined the progress of a MediLedger, a blockchain-based pharmaceutical supply chain system. The team focused on how blockchain applications can be used in the enterprise context, how they can add value, and what drives their adoption. Through interviews the team discovered how the project developed over time and how the developers solved the challenges that arose. Four lessons provide guidance to other firms.
Problem: Research has long posited that the relationship between IT and performance can be explained by investigating overlooked key capabilities that are enabled by IT. These connections are especially not well understood in an inter-organizational (IO) context. Firms that develop competency in managing knowledge resources across their supply chains are rewarded with higher economic benefits. A major challenge in managing IO knowledge are the competing, and often conflicting, goals of firms in the partnership. The key to dealing with this challenge may lie in the use of IT to enable better inter-firm relationships.
Problem: Grounded theory (GTM) research aims at understanding practice issues from observing it. When researchers collaborate and use GTM, they often report their research method by stating "we did the research." This, however, does not clarify how they reconciled differences in the researchers' viewpoints and their omitted descriptions may lessen the quality of the study, possibly resulting even incorrect conclusions. Omitting details can make it difficult to observe and assess collaborative work.
Problem: Business unit managers often feel they need to start analytics initiatives to remain competitive. Given the budget constraints placed on business units, including the internal IT business unit, managers have to find innovative ways to pay for the analytics initiatives. Since IT departments are cost centers, this leads to business unit managers trying to launch analytics initiatives outside the purview of the internal IT department. This trend is called shadow IT.
Problem: A longitudinal case study provides a rare glimpse into the development and evolution of TradeLens from 2013 to 2019. Data were collected from several sources, including interviews, conferences, focus groups, direct observation, project meetings, and field visits. The business value of this global supply chain system is still evolving, but seven valuable lessons provide guidance for future blockchain projects with interorganizational boundaries.