Information Systems Journal最新文献

{"title":"In Pursuit of Agility: How to Transform Your Organisation's IT Project Selection Process","authors":"Adrian van Raay,&nbsp;Vanessa Cooper,&nbsp;Rohan Sharp,&nbsp;Sophia Duan,&nbsp;Martin Dick","doi":"10.1111/isj.12599","DOIUrl":"https://doi.org/10.1111/isj.12599","url":null,"abstract":"<p>To remain competitive, many organisations are undertaking agile transformations in pursuit of agility. Information technology (IT) plays a pivotal role in supporting organisational agility; thus, it is essential that organisations select the right IT projects in a timely manner to deliver. In practice, though, organisations have struggled with effective decision-making in the IT planning process, especially in competitive environments where there is a need for agile decisions. To guide organisations on how they can transform their IT project selection (ITPS) process to become more agile, we examine two large and well-established Australian organisations and their digital-only subsidiaries launched as agile organisations in start-up style. We explain how the parent companies conduct ITPS and contrast this with the digital-only subsidiaries, highlighting the strengths and challenges each approach presents for agility. We provide an ITPS agility framework that identifies five dimensions that can enable or inhibit agility. These are: <i>ITPS funding approach</i>, <i>number of ITPS decision-makers</i>, <i>granularity of ITPS work-packages</i>, <i>frequency of ITPS process</i> and <i>duration of ITPS process</i>. Our findings indicate that the traditional approach that the parent organisations have taken with these ITPS dimensions has inhibited agility, whereas the ITPS dimensions have been configured to enable agility in their digital-only subsidiaries. We recommend that those responsible for agile transformations of ITPS within their organisations fund teams instead of projects, delegate ITPS decision-making authority, make faster and more frequent ITPS decisions about work-packages that are smaller in scope, and use agility in the right places, as ITPS does not always need to be agile.</p>","PeriodicalId":48049,"journal":{"name":"Information Systems Journal","volume":"35 6","pages":"1582-1602"},"PeriodicalIF":6.3,"publicationDate":"2025-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/isj.12599","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272969","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Accelerating Digital Service Innovation in a Post-COVID Era: Key Recommendations for Healthcare Managers","authors":"Kirsti Askedal,&nbsp;Geir Inge Hausvik,&nbsp;Arve Vesterfjell","doi":"10.1111/isj.12596","DOIUrl":"https://doi.org/10.1111/isj.12596","url":null,"abstract":"<div>\u0000 \u0000 <p>Healthcare organisations stand at a critical juncture, facing pressing challenges such as constrained budgets, growing demands, workforce shortages and heightened public expectations. Now, more than ever, there is a dire need for innovative solutions. Digital service innovation holds immense promise, offering the potential to improve health outcomes, reduce costs, enhance service quality and elevate patient experiences. However, the adoption of these innovations has been slow. The COVID-19 pandemic served as a catalyst, dramatically accelerating the implementation of digital innovations in healthcare organisations. This rapid transformation was a necessary response to unprecedented conditions. However, there are concerns that the momentum gained during the pandemic is waning, with innovation rates slipping back to pre-pandemic levels. This paper argues that we must harness the lessons learned from the pandemic to sustain and increase the pace of innovation, addressing healthcare organisations' urgent challenges. It aims to provide practical insights for healthcare managers at various organisational levels, drawing from a compelling case study of digital service innovation during the COVID-19 pandemic at a Norwegian hospital. Here, practitioners will find six actionable recommendations designed to inspire and empower them to drive innovation in a post-pandemic era. By embracing these insights, healthcare managers can lead their organisations toward a more resilient, efficient and patient-centric future. Now is the time to build on the strides made during the pandemic and transform the healthcare landscape for the better.</p>\u0000 </div>","PeriodicalId":48049,"journal":{"name":"Information Systems Journal","volume":"35 6","pages":"1565-1581"},"PeriodicalIF":6.3,"publicationDate":"2025-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145271976","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Unpacking the Regulatory Ambiguity Mechanism: Implications for Industry-Level Digital Transformation","authors":"Karin Väyrynen,&nbsp;Arto Lanamäki,&nbsp;Sari Laari-Salmela,&nbsp;Netta Iivari,&nbsp;Marianne Kinnula","doi":"10.1111/isj.12595","DOIUrl":"https://doi.org/10.1111/isj.12595","url":null,"abstract":"<p>The relationship between digital transformation and regulation is complex and bidirectional: regulation both drives and responds to changes in the technology landscape. Moreover, regulatory efforts to shape industry-level digital transformation often produce unwanted outcomes. Existing theories are insufficient for examining this complex relationship between regulation and digital transformation. Our case study of the Finnish taxi industry illustrates these complexities. The industry underwent a legal reform intended to legalise Uber-type solutions while restricting certain other solutions. By drawing on the notion of regulatory ambiguity and mechanism-based explanation, we show how ambiguity arises from the imprecise regulation in connection with conflicting regulation and technological uncertainties. We model the regulatory ambiguity mechanism consisting of the interconnected elements that, by affecting each other and working together, drive unintended changes in the technology landscape. We theorise regulatory ambiguity as a condition that emerges when regulations are imprecise, inconsistent, or evolving. This ambiguity shapes the technology landscape and related industry-specific practices, impacting digital transformation. Our research contributes to the literature on digital transformation and on the regulation of technology. We identify and analyse the regulatory ambiguity mechanism, providing information systems (IS) researchers with a novel framework to examine the role of regulation in digital transformation. We also conceptualise regulatory impact as a lens for future IS research.</p>","PeriodicalId":48049,"journal":{"name":"Information Systems Journal","volume":"35 6","pages":"1528-1564"},"PeriodicalIF":6.3,"publicationDate":"2025-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/isj.12595","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272668","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Deployment of AI to Infer Employee Skills: Insights From Johnson & Johnson's Digital-First Workforce Initiative","authors":"Olgerta Tona,&nbsp;Dorothy E. Leidner,&nbsp;Nick van der Meulen,&nbsp;Barbara Wixom,&nbsp;Juliana Nunes,&nbsp;Doug Shagam","doi":"10.1111/isj.12594","DOIUrl":"https://doi.org/10.1111/isj.12594","url":null,"abstract":"<p>To embark on a digital transformation journey, organisations should prepare and adapt their workforce to meet the continuous need for skill adjustments. This paper reports insights from the journey of one organisation—Johnson &amp; Johnson—that developed an employee skills inference platform based on artificial intelligence with the objective of creating a digital-first workforce capable of thriving amid the new reality of continuous digital innovation. We describe the challenges J&amp;J faced during the deployment of the platform and the activities they undertook in response to these challenges. Based on that, we identify three organisational practices critical for the successful deployment of AI: blueprinting the future workforce, managing ethical data work across borders, and compensating for AI blind spots. From Johnson &amp; Johnson's experience, we derive several important lessons for other organisations interested in using AI to develop a digital-first workforce.</p>","PeriodicalId":48049,"journal":{"name":"Information Systems Journal","volume":"35 6","pages":"1516-1527"},"PeriodicalIF":6.3,"publicationDate":"2025-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/isj.12594","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145271905","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Future (As a Focus) of IS Research","authors":"Robert M. Davison,&nbsp;Gerhard Schwabe","doi":"10.1111/isj.12591","DOIUrl":"https://doi.org/10.1111/isj.12591","url":null,"abstract":"&lt;p&gt;This editorial functions as a call to action. At the ISJ, we are open to studies that address the future and thus welcome submissions. The future can take three roles in IS research: It can be an object of research, a purpose of research, and an implication of research.&lt;/p&gt;&lt;p&gt;If the future is an object of research, then we are striving to predict or envision the future. The answers to our future-oriented questions may be tentatively affirmative but to a rather restricted degree. At the turn of the last century, we saw many predictions: In 1991, Mark Weiser (&lt;span&gt;1991&lt;/span&gt;) predicted that ubiquitous computing would shape the 21st century. His prediction was based on emerging technologies and became a reality to a large extent. Malone et al. (&lt;span&gt;1987&lt;/span&gt;) predicted a world with more markets and larger organisations based on the projected reduction of transaction costs. This prediction was based on transaction cost theory and turned out to be correct. More recent predictions are based on data. For example, Frey and Osborne (&lt;span&gt;2017&lt;/span&gt;) used data from O*NET and the US Bureau of Labor Statistics to predict which jobs are endangered by digitalization. A fourth line uses semi-structured approaches to speculate about the future systematically. For example, Hovorka and Mueller (&lt;span&gt;2025&lt;/span&gt;) explore what the future may be like in 2043. This is, of course, a speculation, but it is an informed speculation that extrapolates from what we know today. It involves a form of disciplined what-if analysis combined with imagination (Weick &lt;span&gt;1989&lt;/span&gt;). They foresee a world where digital technologies are normal rather than exceptional, and indeed where technology is so embedded into who people are that those same people might be better described as cyborgs. Technology is likely to be integrated into many aspects of our life, and yet that integration is likely to be so seamless that we may not even notice it.&lt;/p&gt;&lt;p&gt;The most interesting predictions are based on theory. Theories that involve a temporal dimension are particularly well-suited to these predictions. For instance, Punctuated Equilibrium Theory (PET) is intrinsically interesting because it was developed in the 1970s (Eldredge and Gould &lt;span&gt;1972&lt;/span&gt;) as a way of explaining events that had taken place some 66 million years previously, namely the Chicxulub asteroid impact that precipitated the end of the realm of the terrestrial dinosaurs (and the later rise of the mammals), as evidenced in the geologic and fossil records with iridium deposits and tektites (LaPalma et al. &lt;span&gt;2019&lt;/span&gt;). We cannot be 100% certain that the theoretical explanation is accurate, but it is plausible. Can PET also help us to predict the future? We are not suggesting anything as remote as 66 million years into the future: it's too far away to be able to collect data or even to speculate anything with respect to humankind, but it could provide a good basis for shorter term predictions, for instance","PeriodicalId":48049,"journal":{"name":"Information Systems Journal","volume":"35 6","pages":"1513-1515"},"PeriodicalIF":6.3,"publicationDate":"2025-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/isj.12591","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272693","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Digital Transformation: Quo Vadit?","authors":"Lauri Wessel,&nbsp;Elaine Mosconi,&nbsp;Marta Indulska,&nbsp;Abayomi Baiyere","doi":"10.1111/isj.12578","DOIUrl":"https://doi.org/10.1111/isj.12578","url":null,"abstract":"<p>Digital transformation (DT) has become an important theme in information systems (IS) and adjacent fields (Carroll et al. <span>2023</span>; Hanelt et al. <span>2021</span>; Kraus et al. <span>2021</span>; Piccoli, Grover, and Rodriguez <span>2024</span>; Schallmo et al. <span>2024</span>; Van Veldhoven and Vanthienen <span>2022</span>; Verhoef et al. <span>2021</span>; Vial <span>2019</span>). This is of course unsurprising given the widespread interest in how digital technologies occasion change in markets, societies at large, and the political landscape (Bareikytė et al. <span>2024</span>; Cowburn <span>2024</span>; Davidson et al. <span>2023</span>; Faik, Barrett, and Oborn <span>2020</span>; Majchrzak, Markus, and Wareham <span>2016</span>; Tana, Breidbach, and Burton-Jones <span>2023</span>). Coming to terms with these changes, their outcomes, and unintended consequences is, therefore, both important and timely. However, fully understanding these phenomena questions extant theories (Nambisan et al. <span>2017</span>; Yoo <span>2013</span>; Yoo, Henfridsson, and Lyytinen <span>2010</span>; Yoo et al. <span>2024</span>) and warrants us to pause and more carefully consider how IS as a field has tackled ‘DT’ and what challenges this entails (see also, Markus and Rowe <span>2021</span>).</p><p>This special issue comes down to two motivations that made us organise and call for papers. One motivation is rooted in the abovementioned observations that cumulatively point to the diverse reverberations that digital technologies have across levels, processes, and actors altogether raising important questions for scholarship about DT (Baiyere et al. <span>2023</span>; Yoo, Henfridsson, and Lyytinen <span>2010</span>; Yoo et al. <span>2024</span>). We, as a field, need to reflect on the implications of the assumptions shaping the narratives around DT. For example, DT has become shorthand for “change” driven by digital technology (see also, Markus <span>2004</span>). Further, DT has also been discussed as being desirable to contemporary organisations, which implies that the discussion exhibits a favourability bias (Davidsson <span>2015</span>, <span>2017</span>). Revisiting underlying assumptions is important to avoid perceptions of DT as, for example, a ‘misnomer’ (Kane <span>2018</span>). Put differently, revisiting these assumptions was one key aspect that we had in mind when we were working on the call for papers for this special issue, which emphasises ‘frontiers’ in research about DT. We wanted our special issue to foreground shifting baselines (Davison and Tarafdar <span>2018</span>) where phenomena related to DT gradually overflow our conventional concepts and models and call for novel conceptualizations (Mousavi Baygi, Introna, and Hultin <span>2021</span>). We sensed a need for studies and theorising that developed our understanding of DT in terms of its contents, levels of analysis, and processes that would contribute to widening our conceptu","PeriodicalId":48049,"journal":{"name":"Information Systems Journal","volume":"35 4","pages":"1294-1308"},"PeriodicalIF":6.5,"publicationDate":"2025-01-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/isj.12578","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144273390","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Boundary Spanning and Practical Impact in IS Research: A Bourdieusian Analysis","authors":"Stephen McCarthy,&nbsp;Hendrik Scholta,&nbsp;Geir Inge Hausvik,&nbsp;Peter André Busch","doi":"10.1111/isj.12577","DOIUrl":"https://doi.org/10.1111/isj.12577","url":null,"abstract":"<p>Information systems (IS) research often seeks to deliver practical impact in addition to the traditional requirement for theoretical contribution. While an admirable goal, it is nevertheless a challenging prospect, as key questions remain around how best to facilitate a relationship between IS academic and practitioner communities. To explore this issue, we analyse multi-case study data from interviews with 24 IS practitioner doctorates, industry contact points, and senior IS academics who sought to create a joint field between academia and practice during their research. Our findings reveal several boundary spanning activities needed to traverse field boundaries and maintain the joint field's existence across the stages of proof-of-concept, proof-of-value, and proof-of-use. Building on insights from the work of Pierre Bourdieu, we further discuss how IS practitioner doctorates operationalised <i>capital</i>, <i>doxa</i>, and <i>habitus</i> to achieve varying degrees of practical impact in their work. Action-oriented recommendations are presented to support practical impact going forward including creolised messages and the mobilisation of capital to change inter-field relationships. By adapting Bourdieu's Theory of Practice to the engaged scholarship discourse in IS, we contribute new insights into how the academia-practice gap might be addressed.</p>","PeriodicalId":48049,"journal":{"name":"Information Systems Journal","volume":"35 4","pages":"1257-1284"},"PeriodicalIF":6.5,"publicationDate":"2024-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/isj.12577","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144273219","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Qualitative Comparative Analysis: Learning From CasesBy Roel Rutten, Cheltenham, UK: Edward Elgar Publishing, 2024. 240 pp. GBP 95. ISBN: 978-1-83910-451-0","authors":"Federico Iannacci","doi":"10.1111/isj.12581","DOIUrl":"https://doi.org/10.1111/isj.12581","url":null,"abstract":"","PeriodicalId":48049,"journal":{"name":"Information Systems Journal","volume":"35 4","pages":"1233-1234"},"PeriodicalIF":6.5,"publicationDate":"2024-12-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144273214","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Consortium Governance and Market Entry of Digital B2B Platforms: The Case of ADAMOS","authors":"Laurin Arnold,&nbsp;Philipp Hukal,&nbsp;Marco Link","doi":"10.1111/isj.12580","DOIUrl":"https://doi.org/10.1111/isj.12580","url":null,"abstract":"<p>In this study, we examine how the Industrial Internet of Things platform ADAMOS successfully entered the German mechanical engineering market using a consortium-based approach. By establishing a joint venture among industry incumbents, ADAMOS followed consortium governance that separated platform ownership from platform operation. In so doing, ADAMOS navigated the complexities of market entry and overcame many challenges typical to business-to-business (B2B) markets. Drawing from the case, we develop a four-step framework for effective business-to-business platform market entry: (1) Spinning out a neutral legal entity, (2) designing a valuable platform core, (3) seeding the supply side with internal offerings, and (4) opening the platform to broader audiences. Based on this description, we discuss lessons learned and provide actionable recommendations for platform operators considering a consortium-based approach for their business-to-business platform market entry.</p>","PeriodicalId":48049,"journal":{"name":"Information Systems Journal","volume":"35 4","pages":"1235-1256"},"PeriodicalIF":6.5,"publicationDate":"2024-12-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/isj.12580","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144273272","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Decoloniality and Information Systems: Making Local Contexts Relevant to IS Research","authors":"Hameed Chughtai,&nbsp;Amber Grace Young","doi":"10.1111/isj.12579","DOIUrl":"https://doi.org/10.1111/isj.12579","url":null,"abstract":"&lt;p&gt;During the colonial era,\u0000 &lt;sup&gt;1&lt;/sup&gt;\u0000 roughly from 1400s to 1914, Europeans “gained control of 84 percent of the globe and they ruled colonies on every other inhabited continent” (Hoffman &lt;span&gt;2015&lt;/span&gt;, 2). Today, 17 colonies remain.\u0000 &lt;sup&gt;2&lt;/sup&gt;\u0000 Historians, anthropologists and sociologists have time and again shown that Eurocentric science and technology played an instrumental role in supporting the political needs of the colonial administration, from Africa (Goody &lt;span&gt;1982&lt;/span&gt;) and the Indian subcontinent (Kumar &lt;span&gt;2006&lt;/span&gt;; MacLeod and Kumar &lt;span&gt;1995&lt;/span&gt;), to the Americas (Vickers &lt;span&gt;2008&lt;/span&gt;). An unfortunate aspect of colonial project was that the technology transfer from the West to the colonies was made for political purposes. Another more subtle but still critical consequence was that the introduction and application of Eurocentric technologies also directly and indirectly subordinated local epistemologies and Indigenous\u0000 &lt;sup&gt;3&lt;/sup&gt;\u0000 thought, making the colonies epistemically dependent on the colonisers. Some colonies gained independence through war (e.g., the 13 American colonies in 1776), but many remained under European control both politically and ideologically until well after World War II, when war-torn European countries could not afford to maintain tight control over their colonies. As countries gained their independence, many citizens sought to distance themselves from their former colonisers and return to the national and cultural identities, lifestyles and ways of knowing their ancestors had embraced prior to colonialisation. This process is referred to as &lt;i&gt;decolonialisation&lt;/i&gt;.&lt;/p&gt;&lt;p&gt;While &lt;i&gt;colonialism&lt;/i&gt; refers to the historical period of direct political and economic control by colonial powers, &lt;i&gt;coloniality&lt;/i&gt; refers to the persistence of colonial power relations, embedded in contemporary institutions, values, social hierarchies, and, importantly for researchers, knowledge. Given that the purpose of colonial enterprise is control, the colonial view of the production of knowledge is “‘mentally divorced’ from the local setting” in which it operates and ignores “local requirements” and “local knowledge” (Kumar &lt;span&gt;2006&lt;/span&gt;, 8–12). It attempts to erase local knowledge in every form and replace it with colonial epistemic structures (de Sousa Santos &lt;span&gt;2015&lt;/span&gt;; Satia &lt;span&gt;2020&lt;/span&gt;). Thus, dominant Eurocentric epistemologies served as the foundation on which fields of knowledge grew throughout the world. It is not surprising then that one legacy of colonialism is new forms of coloniality vis-à-vis the dominance of Eurocentric thought in academic discourse, including IS academic literature (Banerjee &lt;span&gt;2022&lt;/span&gt;; Chughtai &lt;span&gt;2023&lt;/span&gt;).&lt;/p&gt;&lt;p&gt;In this editorial, we seek to explain what coloniality is and how it relates to the IS field. We then explain why we organised a special is","PeriodicalId":48049,"journal":{"name":"Information Systems Journal","volume":"35 4","pages":"1285-1293"},"PeriodicalIF":6.5,"publicationDate":"2024-12-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/isj.12579","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144273235","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}