Organizational Systems and Technology

This minitrack provides a venue for design science researchers (DSR) to share their work and interact with likeminded scholars. DSR is a prominent form of engaged scholarship, which combines inquiry with a potential for action and intervention. DSR is focused on the design and evaluation of an artifact; learning through building with the aim to generate theoretical insights. DSR may be viewed as having three related subfields, from which we welcome submissions:

• Science of design, which focuses on creating ‘new-to-the-world’ artifacts. We try to provide an outlet for researchers doing novel artifact driven research in information systems, but also in other fields such as industrial engineering, pedagogics, entrepreneurship, or service research.
• Design theory studies, which focus on the development of theories and design principles concerned with creating new or improved systems based on kernel or grand theories.
• Design Research, which focuses on the study of how designers conduct design activities, e.g., science of design research. Papers in this subfield could potentially come not only from IS, but also from architecture and design studies.

All three subfields are often (but not always) tightly engaged with design practice.  Accordingly, they frequently embody participative forms of research that rest on the advice and perspectives of multiple stakeholders in understanding a complex social problem.

While specific interest is placed upon DSR and design theorizing with respect to the three subfields described above, the minitrack welcomes submissions from the entire range of alternatives that deal with the question of integrating inquiry with the potential of creating and shaping alternative futures. New tools, such as generative AI and specific tools like GitHub co-pilot allow for easier exploration and modification of alternative designs. Such work extends the boundaries of human and organizational capabilities by theorizing and/or creating new and innovative artifacts. The building and application of these designed artifacts produces knowledge and understanding of a problem domain and its solutions, which is then potentially transferable to other domains.

Accordingly, the scope of this minitrack includes research contributions that arise from all three subfields of DSR described above.  This includes engaged approaches, studies of the practical use of DSR approaches, the use of such approaches to expand theory, and conceptual foundations that significantly and cogently expand our understanding of the epistemology and methodology of such approaches and their philosophical underpinnings.  These include:

• Developing design artifacts and design theories
• Evaluating and testing design artifacts and design theories
• Different approaches to the design of artifacts and design theorizing
• Design as a creative act in development for systems etc.
• Advancing theory and practice in designing for systems etc.
• Design experiences in organizational systems and technology etc.
• New possibilities for design exploration afforded by generative AI
• Concrete design projects and their outcomes

We will consider papers from the minitrack that advance knowledge in these areas, subject to another round of review(s) and some additional contribution following the Communications of the Association of Information Systems (CAIS) norms and standards to be considered for the Digital Design department of the journal.

Minitrack Co-Chairs:

Tuure Tuunanen (Primary Contact)
University of Jyväskylä
tuure@tuunanen.fi

Matti Rossi
Aalto University
matti.rossi@aalto.fi

Richard Baskerville
Georgia State University
baskerville@gsu.edu

For a long time, trust has been seen as pivotal to effectively and efficiently adopt and manage novel digital technologies. Researchers have approached advanced technologies as tools augmenting human cognition and requiring the human trust to be adopted. Advanced technologies can also be seen as mediums supporting collaboration and related communication effectively becoming teammates, and more recently also as broader systems where technologies, developers, users, and partners have various relationships impacting technology adoption and use. However, it is not only about how humans trust advanced technologies, but also when and how do advanced technologies help in building trust? Furthermore, due to advances in digital technologies, various work tasks and processes can now be automated. This automation is changing how humans interact with technology, with consequences for trust. Increasingly, in addition to multi-referent and multi-level views on trust in advanced technologies, focus on temporal issues trust referents, and process research can also enlighten information systems research on the role of trust in advanced technology contexts.

Trust is the positive expectation of the conduct of the referent in a specific situation involving perceived risk or vulnerability. But does trust remain relevant in the advanced technology contexts with surmounting challenges? How does trust change in complex settings in which humans and AI interact? What role does trust play in addressing digital responsibility? Is trust necessary and sufficient to address the dark side and the critical ethical, legal, and moral dilemmas of advanced digital technologies? Can trust have downsides and result in misspecifications? We are interested to learn of the less studied dark side of trust. Also, trust is contextual, so whose trust matters, what type of trust and trust processes, how, why, and when? How does trust change over time? Some scholars argue that the system- or institution-based trust provided by digital technologies at least partly replaces the need for interpersonal trust. Digital platforms such as Uber and Airbnb already enhance trust between unfamiliar individuals, and blockchains automate contracts with unknown partners. The opaque nature of some advanced technologies like artificial intelligence, which are often perceived to be “black-boxes” that are difficult to understand for users and managers alike, makes trusting them challenging. Artificial intelligence has been described as invisible, inscrutable, and constantly evolving. How is trust in artificial intelligence context different? What trust questions should be raised but are missing or ignored in the context of advanced technologies? What are the differences between embodied technology (i.e., robots) and non-embodied technology? How does technology augment human-human interaction?

We need more research to increase our understanding about whether trust matters, and how trust plays out at different levels of analysis, i.e., individuals, teams, organizations, meta-organizations, and society. We welcome research that considers any advanced technology context. We also welcome historical studies that examine trust with past advanced technologies (perhaps more mechanically advanced than digitally, e.g., trust and misinformation at the era of Gutenberg printing press).

We welcome papers that theoretically or empirically advance our understanding by addressing advances in trust research and digital technologies in organizations. Papers can use any acceptable methodology and theory. We welcome papers at any level of analysis and encourage papers that take a cross-level and/or interdisciplinary perspective. We also welcome theoretical papers as well as those that deploy novel methodologies or develop novel methodologies or constructs relevant to trust research.

Minitrack Co-Chairs:

Sirkka Jarvenpaa (Primary Contact)
University of Texas at Austin
Sirkka.jarvenpaa@mccombs.utexas.edu

Gene Alarcon
Air Force Research Laboratory
gene.alarcon.1@us.af.mil

Kirsimarja Blomqvist
LUT University
Kirsimarja.blomqvist@lut.fi

Mareike Möhlmann
Bentley University
mmoehlmann@bentley.edu

The emergence and recent popularity of ChatGPT, Bard, DALL-E, midjourney, and Stable Diffusion show the potential of generative AI. Software tools based on artificial intelligence (AI) methods are now used within a variety of organizational routines and practices, creating new types of human-machine configurations and playing an increasing role in the context of contemporary organizing. Application areas include management decision making, manufacturing, and design and creativity. These tools use machine learning models to generate predictive insights. They act increasingly autonomously—i.e., with little or no user intervention—and constitute new types of material agency in the context of contemporary organizing.

As organizations become more reliant on AI tools, they need new management theories, frameworks, and methodologies that can help them understand the implications of using these tools—both at the level of organizational structures and practices. AI based agents often rely on complex internal processing and their behavior is less predictable than that of the types of IT artifacts. This opens up a number of problem areas with regards to managing and organizing AI tools. For example:

• What is the impact of using AI on those processes that have traditionally been seen as being entirely driven and controlled by humans? What are early examples of such use?
• In particular, how can AI be useful in group and collective creative processes? Is it proving useful?
• How does coordination shift as AI tools are used, and what new types of organizational hierarchies and structures are emerging?
• How do power relations change, and how do different organizational actors use these new technologies to reshape power relations?
• How can the organization evaluate the ethical implications of deployed AI tools? How can they regulate AI tools?
• What are relevant KPIs and metrics for assessing the effectiveness of AI applications?
• How should an organization manage, staff and coordinate AI development teams?

This minitrack aims to contribute to our understanding of the mechanisms through which humans organize together with AI-based tools as well as the process organizations use to develop them.

We aim to provide a platform for thought and discussion in this important and emergent field within information systems and IT research. We invite conceptual as well as empirical contributions using different methodological approaches (qualitative, quantitative, design-oriented, simulation, etc.). We think there is a need for case studies, trace data analysis, and ethnographies. We would prefer theory development pieces to frameworks and lit reviews. In addition to the questions raised above, potential topics include, but are not limited to:

• Trace data: how is AI actually being used?
• Case Studies and ethnographies: What are people learning? What are the machines learning? What are organizations learning?
• AI & coordination: How does AI change the way humans coordinate?
• AI & crypto: How can smart contracts and DAOs create new organizational forms? Are there interesting examples in enterprises? In the public sphere?
• AI & power: How does AI affect corporations, markets, and peer production structures? Who is capturing value?
• AI & governance: Who runs the technology? What does the technology run?
• AI & software development: How to manage AI project and deployment risk?
• AI as coder: how well do co-pilot and other tools work in terms of increasing programmer productivity?
• AI & creativity: How can AI be creative? How can humans and AI be co-creators? How does and should attribution work when AI synthesizes based on human-created artifacts?
• AI & design: What has AI designed? Can it and should it design itself?
• AI & innovation: How does AI foster or corrupt innovation?
• AI & news work: How does AI change news and civic engagement?
• AI & crowds: What do crowds do for machine learning, and what’s in it for the crowds?
• AI & organizational routines: How does AI change the nature of work?

Minitrack Co-Chairs:

Jeff Nickerson (Primary Contact)
Stevens Institute of Technology
jnickers@stevens.edu

Jeffrey Saltz
Syracuse University
jsaltz@syr.edu

Aron Lindberg
Stevens Institute of Technology
aron.lindberg@stevens.edu

Stefan Seidel
University of Liechtenstein
stefan.seidel@uni.li

Blockchain has garnered significant attention in recent years due to its potential to either improve current practices or create new ones in both the public and private sectors. Originally designed to address the double-spending problem, it is now being explored as a fundamental technology in scenarios where traditionally a trusted third party is required. 

Blockchains use smart contracts which represent self-executing agreements wherein the terms of the contract are explicitly encoded into computer code. These contracts autonomously enforce and execute their terms once predetermined conditions are satisfied, contributing to the reduction of uncertainty and fostering confidence among stakeholders who may not typically trust one another. With the emergence of the decentralized web for fostering a more secure, private, innovative, and inclusive digital environment, challenging the traditional centralized models that dominate the current internet landscape, as well as the convergence of other technologies such as IoT, AI, VR/AR and so on, at present, few, if any, can anticipate the complete scope of disruptive innovations that will arise from this evolving technology.

This minitrack welcomes submissions that focus on blockchain. Topics of interest include, but are not limited to:

• Innovative uses of Blockchain technology
• Blockchain case studies, applications, and implementations
• Blockchain and privacy, security, and identity
• Blockchain and digital transformation
• Decentralized Finance (DeFi)
• Decentralized Autonomous Organizations (DAOs)
• Decentralized Applications
• Central Bank Digital Currency (CBDC)
• Non-Fungible Tokens (NFTs)
• Tokenization
• The social and organizational impact of blockchain
• Barriers and enablers in blockchain adoption
• Blockchain and business model innovation
• Regulatory frameworks for Blockchain
• Governance and Blockchain
• Verticals using Blockchain (financial, healthcare, energy, transportation, others)
• Blockchain in e-government and public administration
• Blockchain and the Internet-of-Things
• Blockchain in education
• Blockchain in solving migration and refugee issues
• Blockchain-driven marketplaces
• Uses and challenges of smart contracts
• Technology and infrastructure issues in Blockchain
• Blockchain and Metaverse
• Organizational adoption of Blockchain technologies
• The labor market for talent in building and applying DLTs
• Leveraging blockchain technology for sustainable practices

Minitrack Co-Chairs:

Soulla Louca (Primary Contact)
University of Nicosia
louca.s@unic.ac.cy

Roman Beck
IT University of Copenhagen
romb@itu.dk

Christos Makridis
University of Nicosia
makridis.c@unic.ac.cy

Already for several decades, organizations strive to better understand, analyze, improve, and automate their business processes. However, recent advancements in the area of Process Technology have equipped organizations with entirely new means to achieve this goal. In par-ticular Process Mining and Robotic Process Automation have opened up completely new op-portunities. Process Mining allows organizations to exploit transactional data recorded by In-formation Systems to improve business processes with respect to performance dimensions such as efficiency, quality, or compliance. Robotic Process Automation (RPA) provides the means to automate repetitive and routine-like work by employing so-called software robots. By combining machine learning and predictive analytics with Process Technology, process weaknesses, such as bottlenecks, cannot only be automatically identified, but also remedied by automating the respective part of the process.

The goal of this minitrack is to promote scientific exchange on Business Process Technology. The minitrack shall enable researchers to present and discuss innovative approaches, techniques, methodologies, and models to design, adopt, implement, operate, evaluate, and govern the data-driven analysis of business processes. The Business Process Technology minitrack invites contributions on topics including, but not limited to:

• Process Discovery
• Conformance Checking and Analysis
• Decision Mining
• Declarative and Hybrid Process Analysis
• Predictive Process Analytics
• Process Monitoring
• Robotic Process Automation
• Hyper-automation
• Cognitive Process Automation
• Automated Process Analysis and Improvement
• Adoption of Process Technology
• Governance of Process Technology

Minitrack Co-Chairs:

AI and digital technologies may lead to various negative consequences with varying degrees of severity for individuals, employees, families, firms, and societies. They afford unfair and biased recommendations and suboptimal behaviors, such as algorithm aversion. Recent advancements in generative AI, such as large language models, their ability to generate human-like, convincing claims, and their innate tendency to “hallucinate” and generate fake images and videos (e.g., “deepfake” technology) are of particular concern. As these technologies are used for content generation on social media, their hard-to-detect hallucinations can further increase users’ likelihood of falling victim to misinformation. These concerns also raise questions about the social responsibility of technology giants as well as possible negative effects of technologies on children.

The fact that the digital and AI artifacts that we develop and the process we support may underlie such negative effects behooves us, as a research community, to pay closer attention to the “dark sides” of AI and digital technologies. To that end, this minitrack welcomes theoretical and empirical papers examining the negative consequences of AI, digitalization, and IT use, in general, at individual, organizational, and societal levels, and solutions for mitigating them.

The objective of this minitrack is to focus not only on the antecedents, development processes, and consequences of numerous phenomena related to the unexpected negative effects of AI and digital technologies, but also on potential strategies, techniques, and design considerations for behavioral and technological interventions. We seek to build a forum of discussions that can provide practitioners (e.g., platform owners, IT developers, managers, psychologists, and policymakers) across different contexts with a deeper understanding of the potential consequences regarding the dark sides of these technologies. Further, we hope this forum continues to shape guidelines for designing and implementing solutions that can minimize the potential negative consequences of AI and digital technologies.

Submitted papers can focus on, but are not limited to, the following themes related to potential dark sides of AI and digital technologies. We acknowledge that over time new forms and types of “dark sides” will emerge, and we are hence open to topics that may extend this list.

• Dark sides of artificial intelligence and/or robots
• Dark sides of datafication
• Algorithmic bias, fairness, and prejudice
• Morality and Ethics of AI
• Problematic IT use behaviors
• IT-related addictions, misuse, and abuse
• Impulsive use of IT
• IT interruptions and Cyber loafing
• Disrupted work-life balance due to digitalization
• Cyberbullying
• Dark sides of digital assistants and wearable devices
• Dark sides of social media
• Online Misinformation, disinformation, and fake news
• Technostress
• Adverse physiological effects of AI and digital technologies
• Technology-mediated dangerous behaviors
• Security and privacy concerns of AI and digital technologies

Submissions are welcome and encouraged from different schools of thoughts (e.g., information systems, psychology, cognitive science, decision sciences, communications, sociology, social networks, organizational behavior, neuroscience, computer science, marketing, and informatics) which can advance our knowledge of the antecedents, processes, interventions, and consequences of the dark sides of AI and digital technologies. This minitrack invites relevant and rigorous studies without restriction for the methodologies used, units of analyses, and levels of theorization.

Minitrack Co-Chairs:

Hamed Qahri-Saremi (Primary Contact)
Colorado State University
Hamed.Qahri-Saremi@colostate.edu

Ofir Turel
University of Melbourne
oturel@unimelb.edu.au

Isaac Vaghefi
Baruch College, The City University of New York
isaac.vaghefi@baruch.cuny.edu

Data analytics (DA) are defined as the science of examining structured and unstructured data. These large data are often described as the four V’s: high volume, high velocity, high veracity, and high variety information assets that demand cost-effective, innovative forms of information processing for enhanced insight and decision-making. DA apply various analytic techniques, removing excess noise, and organizing data with the purpose of drawing conclusions for decision-making. Since the DA transformation has a global reach, many firms are making significant investments in new technologies that will advance the use of DA in current business practice. DA applications can help top management teams (TMT) analyze changes in the market by making more effective and quicker data-based decisions. As the current business climate is in need of a more complex data-driven strategy, it is important to examine the diffusion of DA advancements and the role of leadership characteristics in organizations.

In this minitrack, we seek research papers and experience reports that explore how and why TMT utilizes different types for DA investments (e.g., descriptive, diagnostics, predictive, and prescriptive analytics) to enhance value creation. Analyzing data in a timely manner enables TMTs to gain insights from their internal and external environments and to better sense changes in their markets; indeed, it serves as a basis for determining how risks, control effectiveness, and policy compliance should be managed. With increased availability of data, how strategic leadership can take advantage of the insights generated by DA to seize business opportunities and create value under uncertainties are important questions.

Further, we seek to focus on key benefits and costs of DA, including the metrics for DA technique selection and control systems, how the use of DA in different industries can be leveraged in other contexts, and in general, expanding the use of DA beyond organizational systems. Possible topics for the mini-track include but are not limited to:

• The Role of Top Executives in Data Analytics Management
• Data Analytics and Leadership Characteristics
• Using Different Types of Data Analytics to Manage Business Values and Risks
• Data Analytics and Business Strategy
• Data Analytics and Value Chain
• Data Analytics and Optimization of Business Processes
• Current Practices of Data Analytics in Internal Control and Risk Management

Authors will be encouraged to submit papers which can be selectively considered for publication in the Journal of Information Systems (JIS) and International Journal of Accounting Information Systems (IJAIS) at the authors’ prerogative.

Minitrack Co-Chairs:

Jee-Hae Lim (Primary Contact)
University of Hawaii at Manoa
jeehae@hawaii.edu

Tu Xu
Renmin University of China
xutu@rmbs.ruc.edu.cn

Data and analytics are critical for effective Digital Transformation (DT), both within and beyond organizational boundaries. This minitrack aims to pave the way to foster, future-oriented conversations about all aspects of data and analytics in DT.

This minitrack will consider papers focused on data and analytics driven DT in organizations and society, rather than DT in general. The main research contribution(s) of the submissions should be made to the field of analytics. Since this minitrack has hosted research related to Business Intelligence (BI) topics for many years, we will still welcome BI-related submissions, For example, they may focus on the role and transition of traditional BI solutions in DT, resulting, for example, in new/revised BI architecture or analytical/BI ecosystems. Papers using theory building, design research (methods and models), action research as well as analyses of existing or innovative applications are welcome. We invite papers that investigate topics which include, but are not limited to, the following:

• Methods and mechanisms of data and analytics driven DT in organizations and society:
  • Architecture, reusable infrastructure, data management standards, automated composable processes, use of data fabrics, edge computing and their relation to DT
  • Analytics types (augmented analytics, embedded AI/ML, adaptive analytics, etc.)
  • Analytics maturity in the context of DT
  • Data literacy, democratization and skill development for DT
  • Data and analytics governance and organizational culture for DT
  • Organizational and societal leadership for analytics-driven DT
  • Traditional and modern business intelligence solutions in the age of DT
  • DT through data ecosystems, data coops, data marketplaces and open data environments
• Organizational outcomes of data and analytics driven DT:
  • Value creation including business, societal, environmental, wellbeing value propositions
  • Organizational resilience (and other organizational capabilities gained)
  • Agility (sense and respond capabilities)
  • Innovation and new data and analytics driven business models
  • Methods of using data and analytics to define, monitor and measure different aspects of DT success
• Societal issues created by data and analytics driven DT
  • Societal challenges and barriers to data and analytics driven DT
  • Ethical issues and unintended consequences of data and analytics driven DT
  • Data and analytics driven DT and social justice
  • Well-being of individuals, organizations and society in the age of data and analytics driven DT
  • Use of data and analytics for ‘responsible DT’
  • Data humanism and future of work and society in the age of perpetual data and analytics driven D
• Success stories and lessons learned about data and analytics driven DT in organisations and society:
  • Case studies of data and analytics driven DTs – methods, outcomes and lessons learned
  • Education of analytics professionals for data and analytics DT in universities and workplaces
  • Citizen science for data and analytics driven DT
  • New challenges and opportunities for working and living in the age of perpetual data and analytics driven DT

Minitrack Co-Chairs:

Olivera Marjanovic (Primary Contact)
Macquarie University
olivera.marjanovic@mq.edu.au

Barbara Dinter
Chemnitz University of Technology
barbara.dinter@wirtschaft.tu-chemnitz.de

Thilini Ariyachandra
Xavier University
ariyachandrat@xavier.edu

Deep into the digital age, organizations must continually and relentlessly innovate with digital technologies to succeed or to just survive. This innovation involves generation of digital products and services (digital innovation), and the consequent fundamental changes to organizations, organizational networks and industries (digital transformation). These innovations are often created and realized through new ventures either in startups or existing organizations (digital entrepreneurship).

The goal of this minitrack is to examine the nexus between digital technologies, consequent innovation and entrepreneurial action by offering a venue for original and innovative research that focuses on digital technologies, associated innovation, and related entrepreneurial activities and forms.

The minitrack solicits three types of submissions: (1) the antecedents, processes, infrastructures, outcomes, and organizational settings associated with the generation and appropriation of novel product and service innovations enabled by digital technologies; (2) new organizing structures and processes enabled by digitalization, as well as associated novel organizational arrangements and business models, the transformation process, antecedents, and outcomes; and (3) new ventures that involve the identification and deployment of emerging, radical innovations in digital technologies such as blockchain, 5G, IoT, and bots, robots, and the host of technologies rooted in different sorts of artificial intelligence. Next we will describe each of these types of submissions with examples of each.

(1) Digital Innovation

These submissions investigate the role and functions of digital technologies within innovative products or services, and how these technologies impact consequent organizational innovation and strategy (e.g., questions of architecture, modularity, platform governance, standards and means of systems integration). Topics can include:

• Organizing for digitally-enabled products and services
• Products and services developed around novel and emerging digital technologies
• Digital technologies and service science
• Digital convergence and organizational and industrial organization
• Digitalization of physical products and changes in product strategies
• Design thinking for digital
• Innovating within digital service ecosystems and on platforms
• Digital product architectures
• Digitalization, product modularity, and modes of organizing
• Digital controls and control points and organizing
• Digital twin and related product capabilities
• Products and services enabled by emerging generic digital technologies (e.g., robots, 3D printing, sensor networks, blockchain, quantum computing, etc.) and novel digital phenomena such as mobility, social, big data, cloud computing, service architectures, virtual/augmented reality, Internet of Things.

(2) Digital Transformation

As organizations transition from the industrial to the digital age, they need to undergo a transformation in how they organize and control for new digital processes. Submissions that investigate the role of digital technologies in inducing and enabling organizational change, including innovative strategies, new business models, new organizing structures, processes and tasks enabled by digital technologies and their adaptation to digitally enabled forms of organizing. Topics include:

• Industrial vs. digital innovation regimes and related analyses of change
• Short and long term analyses of digital transformation and innovation waves
• Digitally enabled business models and strategies,
• Digital strategies, agility, and organizational learning
• Digital platform ecosystems
• Sociotechnical and sociomaterial conceptualizations and forms of organizational change
• Digital technologies and organizational design, digital business units
• Digital technologies and organizational routines and business processes
• Business process change in organizations and the role of digital technologies
• Digital innovation units and their role in digital transformation
• Digital technologies and re-configuration of value-chains
• Industrial organization and the impact of digital technologies
• Embedding digital technologies in tools and changes in work practices
• Organizational identity, culture and digital transformation
• Digital innovation platforms (such as mobile platforms, crowd-sourcing platforms, etc.) and organizing

(3) Digital Entrepreneurship

Digital innovation opens continual opportunities for entrepreneurial action. New ventures and established organizations alike are concerned with generating radical business models and solutions that leverage digital technologies. Topics exploring digital innovation and entrepreneurship, broadly conceived are welcomed including:

• New venturing with and by digital technologies and digital business models
• Entrepreneurship forms and models within organizations enabled by digital technologies
• Entrepreneurial launch processes with digital technologies such as agile and lean startup
• Structuring of organizations to generate and enable new ventures (structural, contextual ambidexterity)
• Incubators, accelerators, and ecological processes to launch and sustain digital ventures
• Finance of digital technology entrepreneurship including corporate funding, venture capital, private equity, angel investing, etc.
• Digital tools enabling creativity, design, engineering, and other innovative entrepreneurial activities.
• Infrastructures for organizational and interorganizational innovation, such as product lifecycle management (PLM) systems in manufacturing; information modeling (BIM) environments in the AEC industry; or cyberinfrastructure (or e-science) in science.
• Infrastructures and ecosystems of emerging generic digital technologies (e.g., robots, 3D printing, sensor networks, blockchain, etc.) and digital phenomena such as mobile, social, big data, cloud computing, Internet of Things and related entrepreneurial forms

The types of studies that we welcome in the minitrack include an explicit focus on a particular form or function of digital technology in the context of organizational innovation, transformation, and entrepreneurship. Beyond this requirement, we welcome all forms of research inquiry, including qualitative, quantitative, mixed, and conceptual papers. In particular, we prefer novel applications of:

• Quantitative and computationally-intensive studies including mixed methods, machine learning, and simulations
• Case studies and detailed interpretive work
• Design science and action research in organizational settings
• Ambitious, provocative, and creative conceptual or theoretical analyses of the nature and effects of digitalization

Minitrack Co-Chairs:

Nicholas Berente (Primary Contact)
University of Notre Dame
nberente@nd.edu

Julian Lehmann
Arizona State University
j.lehmann@asu.edu

Kalle Lyytinen
Case Western Reserve University
kalle@case.edu

Ted Ladd
Hult Business School
ted@tedladd.com

We seek to advance our understanding of how technology influences organizational sustainability, and we want to understand how technology changes, improves or worsens sustainability and organizational resiliency initiatives. We approach sustainability and resiliency in multiple contexts: environmentally, managerially, socially, and through theory building among others.

This minitrack highlights the organizational perspective. Topic areas in organizational sustainability and resilience are widespread and multidisciplinary. A few of these subjects include supply chain transparency and sustainable sourcing, sustainability-driven creativity and innovation, sustaining cultural heritage, resilience and sustainability enabled by agile processes, digital provenance and tracking, authenticity, digital monitoring and compliance, ethical consumerism (retail) and ethical purchasing (wholesale). We will consider several types of submissions for this minitrack:

• Traditional research papers (complete or emergent) that make a theoretical contribution to knowledge. These papers will be reviewed in a traditional manner.
• Practice- or policy-oriented papers that describe an emergent innovation or law and the anticipated impacts of this innovation or law. These papers will clearly articulate practical or policy implications. They will be written in a way that makes a complex technology or law understandable to readers from a variety of backgrounds.
• Teaching cases that help educators and students think critically about technology and organizational sustainability. These papers will include discussion questions to help students and educators think through the potential future impacts of technology.
• Methodology papers that highlight methods that are especially useful for research in this area. These papers may explore mixed methodology, new methods, or novel applications of methods that

Minitrack Co-Chairs:

Jordana George (Primary Contact)
Texas A&M University
jgeorge@mays.tamu.edu

Amber Young
University of Arkansas
ayoung@walton.uark.edu

Sirkka Jarvenpaa
University of Texas at Austin
Sirkka.Jarvenpaa@mccombs.utexas.edu

This minitrack solicits high quality research that uses analytical, empirical, and experimental modeling approaches to explore the increasing complex interplays between information technology and business operations, strategies, and consumer decisions and activities. We seek novel studies that systematically explore the complex roles that digitization, information technology, and business analytics play in consumer behavior, customer relationship management, organizational architectures, product design and development, healthcare, education, marketing, sales and services, and supply chain management to provide business insights and implications. We are also soliciting comprehensive reviews of relevant research, rigorous case studies, and applications highlighting the use of business analytics, new technologies, methods, and techniques in various business operations. There is a growing body of research within the economics, marketing, operations management, information systems, and healthcare communities which are starting to address those issues.

Topics of interest include, but are not limited to:

• Application of business analytics and big data in healthcare
• Digital health and telemedicine
• New applications of healthcare IT
• AI and business operations
• Digital platforms and autonomous systems
• Impact of LLM and ChatGPT on business operations
• Robotic office work
• Emerging of new operating models for the “sharing economy”
• Aapplications of real-time mobile analytics in business
• New technologies for enhanced consumers’ engagement
• Impact of business analytics on competition and cooperation
• Managing big data and business analytics
• Crowdsourcing and product innovation
• Social media implications for operations management and customer services
• Innovations in using social data and business analytics
• Products’ ranking algorithms, reputation systems and the performance of online markets sales
• Using advanced web analytics to influence consumer decision-making
• Analytical models and machine learning applications in logistics
• IOT and supply chain coordination
• Impact of innovations in blockchain and fintech on business operations
• Creative ideas in IS&OM teaching

Minitrack Co-Chairs:

Abraham Seidmann (Primary Contact)
Boston University
AVIS@bu.edu

Yabing Jiang
Florida Gulf Coast University
yjiang@fgcu.edu

Jie Zhang
University of Texas at Arlington
jiezhang@uta.edu

The changing needs of corporate strategy and business mean that corporate systems must continuously and quickly evolve. Yet, Enterprise Information Systems (EIS) enterprise-level IS (ES) is investigated less frequently than the investigation of individual and team/workgroup level IS design and use. Enterprise IS has many levels, processes, interfaces and interactions so they may be studied on different levels. Complexity and boundary spanning are inherent in Enterprise systems which may require analysis at from different points of view and from multiple perspectives.

The synergies between ES studies and these related fields have been under-researched as they are traditionally have been treated separately. ES (such as ERP, CRM and the like) have long played an important role as operational backbone of most organizations. With the increasing complexity of today’s business relationships, the management of backstage integration as well as a flexible way of decoupling between backstage and frontstage ES are gaining importance.

The challenge to integrate technological innovations and adapt business processes within the organization and between organizations continues. Integration is often sought, slightly different but related are the industry-level perspective and the ecosystem perspective. Extending and enhancing an EIS with new innovations and interface brings many challenges on an enterprise-level and inter-organizational ecosystem-level. The integration of business processes and systems within and between companies remains complicated and difficult. The challenge for organizations includes both internal and external integration challenges, but also must explore the establishment of new IT infrastructure business models.

This minitrack seeks to explore current issues surrounding the evolution of the integrated IS both from an academic and practitioner perspective. We welcome all themes related to internal and external integration of information systems.
This Mini-Track spans many topics below (but is not limited to):

• Strategic initiatives and impacts
• Implementation, operations, cost management
• Data governance and management with and across enterprises
• Productivity and impact on corporate profitability
• Administration, internal controls, and assurance issues
• Social effects, change management, human interfaces and change management
• Business processes, project and process management
• Inter-organizational, supply chain logistics
• Integrating emerging technologies into the core of enterprise information systems
• Architectures, cloud and platform-approaches of EIS
• Risk assessment and management, cybersecurity and threats to the ecosystem

The minitrack will constitute a forum for the following topics on an enterprise-level, ecosystem-level and industry-level:

• Design and management of enterprise-wide Systems (e.g., emergent technologies and innovations, telemetry devices, IoT, Robotic Process Automation (RPA), Business Process Mining, User Behavior Mining)
• Industry-specific design and adoption of enterprise-wide systems
• Reference models for enterprise-wide systems and processes
• Approaches for enterprise application integration
• Enterprise architecture management
• Enterprise-wide and cross-enterprise coordination (e.g., design principles, data standards, governance in digital platform-based business networks)
• Interoperability of enterprise-wide systems within the firm and along the supply-chain
• The role of enterprise-wide systems to support decisions (data-driven decisions)
• Decision support for managerial decision-making on enterprise-wide systems (e.g., cloud vs. on-premise vs. hybrid, costs and benefits of ERP/Cloud/ SOA installations, total cost of ownership (TCO) or true cost of ERP, cloud hosted and extended ERP operations, switching vendors or moving to cloud-based ERP)
• Artificial Intelligence and Machine Learning in Enterprise-wide systems (sales, procurement, logistics, financial accounting, master data management)
• Enterprise-wide Systems as digital platforms: Openness of systems, new level of modularity of enterprise-wide systems
• Processes and workflows in enterprise-wide systems (workflow management systems as part of enterprise-wide systems, Business Process Modeling (BPM) and process management innovation in the enterprise ecosystem)
• Data management on enterprise-level (information logistics management, corporate data management, data current and emerging data management infrastructures, data platforms)
• Emerging business models for the enterprise as enabled by technology (e.g., platform business models)

All research methods welcomed: Submissions may include, but are not limited to research papers (conceptual, theoretical, and empirical studies), as well as case studies, and best practices with actionable managerial guidance. Both explanatory/descriptive and design research studies are invited.

Papers accepted for presentation at HICSS in the minitrack are considered for fast-track submission into four different journals, with the potential to shape the future role of enterprise systems. They include:

1. American Accounting Association (AAA) Journal of Information Systems
2. The AIS-affiliated open-access Journal Transaction on Enterprise Systems
3. The International Journal of Accounting Information Systems (IJAIS)
4. Data & Analytics for Good Journal

Minitrack Co-Chairs:

Benedict Bender (Primary Contact)
University of Potsdam
Benedict.Bender@uni-potsdam.de

Pamela Schmidt
Washburn University
pamela.schmidt@washburn.edu

Robert Winter
University of St. Gallen
robert.winter@unisg.ch

Sathya Narasimhan
Google
nsathya@google.com

The complexity introduced by digitalization across sectors has cast established ways of thinking, working, and doing into question. While technological development often is described in terms of human progress, the use of digital technology may limit people’s ability to cultivate their virtue and flourish. For example, a growing number of research studies point to the negative consequences of digitalization related to stress, inequality, anxiety, social disconnect, and more. Therefore, this minitrack will provide a forum to explore, present, and discuss a wide range of issues related to human flourishing in digitally enabled environments. Human flourishing refers to the optimal continuing development of human beings’ potential and the desire to live well as a human being. Having a thorough understanding of the conditions that enable human flourishing will promote safety and security in people’s lives. This includes health, economic, community, financial, political, and more, which are all areas that have been digitized or digitalized.

Several questions arise when considering the notion of human flourishing in contemporary organizations and society. What do we need to flourish in life? How does digital technology impact human flourishing? How can human flourishing be promoted through digital means? What is needed to make human flourishing a central concern of an organization’s digital transformation or digital innovation? How do people utilize digital technologies to enable individual and collective flourishing? How does digital technology enhance human flourishing and how does it detract from it?  In sum, it is far from trivial to determine what constitutes human flourishing and how digital technology can contribute to personal and professional growth, which is why this minitrack calls for new insights and perspectives on this research topic.

We welcome papers that aim at advancing our understanding of human flourishing in digital environments at various levels (e.g., individual, group, organizational, societal) and from various perspectives (e.g., culture, design, ethics). We welcome not only empirical research papers but also conceptual, analytical, and theoretical papers that can advance our understanding of human flourishing in the digital age in one or more ways. Topics of interest include, but are not limited to:

• Novel approaches to digitally innovating for human flourishing
• Management practices that shape or impact processes and outcomes
• Consequences of digital technology that affect human flourishing
• The socio-technical nature of human flourishing
• Usage of digital technology and services to promote human flourishing
• Ethics and moral issues, including DEI, in digital technology development and use
• The role of wisdom, emotions, and lust in the digital era
• Hybrid agency in the digital era
• The role of environmental sustainability in human flourishing

Minitrack Co-Chairs:

To be innovative and competitive in today’s global digital economy, organizations have little choice but to invest in IT and digital technology. However, without the proper organizational capabilities and skills to put these digital assets to effective use, organizations are at significant risk of wasting their investments and missing key opportunities for growth and competitiveness.

This minitrackis soliciting conceptual and empirical research papers on IT governance, and the governance of other IT-related and digital artifacts (e.g., data/information governance, data analytics governance, information security governance, digital platform governance, AI governance etc.); business/IT alignment (e.g., IT strategy, digital business strategy, digital transformation strategy); and digital transformation issues from the perspective of the board and executive management (e.g., organizational culture, organizational structure, leadership, roles and responsibilities, aligning business strategy etc.). Topics of interest include:

• Conceptual and empirical papers related to IT governance (e.g. IT-decision making structures, investment, IT infrastructure etc.),
• IT governance and value creation or value protection
• Digital Transformation Initiatives
• Cybersecurity governance and resilience
• IT governance & IS leadership: Digital transformation issues from the perspective of the board and executive management (e.g., organizational culture, organizational structure, leadership, credibility of IT leadership, roles and responsibilities of the board of directors and CIO, aligning business strategy etc.)
• Digital business strategy, Digital posture, and Value creation
• IT Governance and Generative AI
• Governance of smart robot initiatives
• IT-business alignment, Social alignment between business & IT
• IT project portfolio governance
• IT agility, Governance of bi-modal IT, IT ambidexterity
• Governance of Cloud computing, Cloud strategy
• Governance of IT outsourcing, IT innovation
• Governance of digital platforms, digital infrastructures, and digital ecosystems
• Data governance, Data Ethics, Data Privacy, and Data Security
• Governing AI-driven organizations
• Enterprise IT governance frameworks: COBIT, ITIL, SAFe and other IT governance(-related) frameworks and standards
• Conceptual and empirical papers dealing with the regulatory perspective on the governance of IT and digital technology (e.g., GDPR, privacy, corporate governance codes, etc.)

Minitrack Co-Chairs:

Steven De Haes (Primary Contact)
University of Antwerp and Antwerp Management School
steven.dehaes@uantwerpen.be

Tim Huygh
Open University of the Netherlands, University of Antwerp, and Antwerp Management School
tim.huygh@ou.nl

Anant Joshi
Maastricht University, University of Antwerp, and Antwerp Management School
a.joshi@maastrichtuniversity.nl

Minitrack Co-Chairs:

Dirk Hovorka (Primary Contact)
University of Sydney
dirk.hovorka@sydney.edu.au

Katja Thoring
Technical University of Munich
katja.thoring@tum.de

Benjamin Mueller
University of Bremen
benjamin.mueller@unil.ch

Today, organizational systems, networks, and critical infrastructures are increasingly targeted by determined malicious actors with advanced skills and resources. Such attacks have the potential for major disruptions to our society including damage to assets, people, and the environment. As a result, organizations—of all sizes and at all levels—are faced with the challenge of continuously, effectively, and efficiently protecting their systems while enabling and ensuring their mission. This minitrack aims to advance the knowledge and best practices for successful cybersecurity implementation and management within the context of modern organizations.

We invite submissions describing novel research results, best practices, and/or industry programs and experiences related to the continuous, efficient, and effective design, engineering, implementation, operation, and management of cyber defense, cyber analytics, and security operations systems and processes within the enterprise. This includes technical aspects, ethical and legal issues, governance, risk assessment and management, compliance, system audits, and strategic initiatives. The minitrack welcomes papers from human, technical, and process perspectives on organizational cybersecurity. Potential paper topics include, but are not limited to:

• Techniques and approaches for effective, efficient, and continuous event analysis and incident detection and response.
• Techniques and approaches for effective, efficient, and continuous cyber defense and security operation programs.
• Design and implementation of systems, techniques, and tools, and policies and procedures for successful security operation programs and Security Operation Centers (SOC).
• Frameworks, specification, and verification languages and techniques for design, implementation, and management of cyber defense and security operations and system processes, policies, and configurations.
• Techniques, processes, and tools for continuous risk management, identification, analysis, and governance, risk, and compliance (GRC) strategies.
• Techniques, processes, and tools for continuous cyber defense and advanced system, software, and application hardening, including machine learning, artificial intelligence, mobile devices, Internet of Things (IoT), cloud computing, and critical infrastructures.
• Advanced techniques, processes, and tools for malware and malicious activity prevention and detection.
• Advanced techniques, processes, and tools for continuous vulnerability assessment, cyber defense, and security operations.
• Development of effective and efficient programs for security education, training, and awareness (SETA) programs across the organization.
• Strategies for establishing successful organizational policies for social media privacy, workplace and public space monitoring, data protection, bring your own device (BYOD), mobile device management (MDM), and intellectual property protections.
• Assessment and improvement of user perceptions of security practices and user acceptance of policy and technology.

Selected papers from this minitrack will be recommended to the editors of Organizational Cybersecurity: Practice, Process, and People for fast-track review and publication of an extended version of the HICSS paper. The extended version must include at least 30% new material, cite the HICSS paper, and include an explicit statement about the increment (e.g., new results and findings, better description of materials, etc.) in the cover letter.

Minitrack Co-Chairs:

David Kocsis (Primary Contact)
University of Colorado at Colorado Springs
dkocsis@uccs.edu

Stuart Steiner
Eastern Washington University
ssteiner@ewu.edu

Morgan M. Shepherd
University of Colorado at Colorado Springs
mshepher@uccs.edu

Daniel Conte de Leon
University of Idaho
dcontedeleon@uidaho.edu

Digital technologies have enabled new complementarities between actors within and across industries. The increasing platformization of firms and technologies has important implications on how companies create and capture value. In this new “digital first” economy, transaction and innovation platforms have become dominant forms of organization.

This minitrack seeks contributions that problematize or build on diverse theoretical backgrounds such as management science, information systems, computer science, decision science, system science, organizational design, policy making, complexity, and behavioral economics to continue the scholarly exploration of concepts, theories, models, and tools for managing platforms and ecosystems.

Minitrack Co-Chairs:

Hannes Rothe (Primary Contact)
University of Duisburg-Essen
hannes.rothe@icb.uni-due.de

Vladimir Sobota
Delft University of Technology
V.C.M.Sobota@tudelft.nl

Jukka Huhtamäki 
Tampere University
jukka.huhtamaki@tuni.fi

Kaisa Still
University of Oulu
kaisa.still@oulu.fi

This minitrack encourages practice-based research on new and emerging IS issues in organizations. Practice-based research bridges the gap between academic theory and practice. It aspires to introduce researchers to state-of-the-art practices and issues from industry and introduce managers to research that makes sense and brings coherence to the problems they face. The methods used in practice-based research are often exploratory field-based studies involving interviews, observations, and practice data. The intense pressure to achieve methodological distinction and theoretical contribution often results in researchers’ current practice-based topics being eschewed because the topics themselves are not mature enough in practice to attain desirable samples or sample sizes, nor are they conducive to theorizing since so little is known. These are precisely the reasons that exploratory, practice-based research can play a tremendous role in helping establish and lay the foundations of a research domain while providing insights into an emerging topic.

The objective of this minitrack is to encourage practice-based research in information systems and disseminate the research results in a manner that makes its relevance and utility readily apparent.  This minitrack invites authors to submit in-depth research that provides rich stories, unique insights, and valuable conceptual frameworks for information systems practice. Papers might be based upon single cases, multiple cases, field interviews, or, less commonly, literature itself.  Experimental research and survey research are less likely to achieve the goal of providing rich insight for practice.  While it is assumed that researchers are guided by theory, it is not expected that the submissions to this minitrack make distinct or novel theoretical contributions.  The contributions should focus on distinct and unique lessons for practice.

Overall, this minitrack aims to:

• Showcase high-quality practice-oriented IS research
• Promote practice-oriented IS research as a key source of insight and guidance for digital leaders
• Provide researchers a platform to present and discuss their practice-oriented IS research findings and expose the community to current challenges in creating value with IT.
• Help identify the most challenging managerial issues for digital/IT leaders and frame them as new questions to guide future practice-oriented IS research.

The minitrack chairs coordinate with MIS Quarterly Executive (MISQE) in selecting papers for fast-tracking to an issue of MISQE.

Additional guidance for authors of practice-based IS research papers

This practice track has run for many years at HICSS. We are not just seeking research with strong relevance for practitioners, but manuscripts written in a way that makes them easily accessible to such a reader. This means that any accepted manuscript will not follow the traditional “rules” of writing for an academic audience.

If you are not a regular reader of MISQ Executive, we advise you to read a few articles to understand their style, structure, focus, and content. Some general guidelines for writing such articles include:

• Simplify reality, but do not be simplistic
• Keep theory and methodology in the background (perhaps include your methods in an appendix, but write it so that it is accessible to non-academic readers).
• Use literature and in-depth evidence to give credibility and generalizability.

Typically, such articles loosely follow this structure:

1. Short lead-in: Motivate the practitioner reader in 2-3 sentences. Why should they read the article? What you write should resonate closely with them; perhaps it is a problem that they recognize that you are now going to help them solve.
2. Short introduction to the topic: Frame the topic of the article. Use footnotes rather than traditional academic referencing style when using prior research.
3. Extensive research findings: Use headings and figures/tables to communicate findings. Address solutions to managerial challenges. Present lessons learned from the research and recommendations. Possibly develop and/or use a practice-oriented framework to organize and present findings.
4. Actionable guidelines: Actionable guidelines include action verbs, not passive verbs like “understand,” “assess, “think,” or “get commitment.”  Tell the reader what to do, or what to change.  For example, if getting commitment is important, say how to get the required level of commitment.
5. Appendix: Present an overview of research methods. Remember to write in a way that is accessible to an audience unfamiliar with academic research’s nuances.

Minitrack Co-Chairs:

Bill Kettinger (Primary Contact)
Clemson University
wkttngr@clemson.edu

Gabriele Piccoli
Louisiana State University
gpiccoli@lsu.edu

Michael Milovich, Jr.
Rowan University
milovich@rowan.edu

Joaquin Rodriguez
Grenoble Ecole de Management
joaquin.rodriguez@grenoble-em.com

This minitrack focuses on information systems (IS) research areas occupying the intersection of humans and technology in an organizational context. Central to this research agenda is exploring and understanding the role of digital technology and information in the constitution of organizational life. The minitrack is interested in various socio-technical issues in traditional organizational settings as well as in emergent and alternative forms of organizing such as online communities and social movements that are afforded by platforms and social media.

Socio-technical issues include research topics of information systems planning, development, implementation, and use, which are especially attentive to the underlying social and organizational relations within which such systems are embedded. Such topics include the conceptualization of specific socio-technical issues and the practices and processes of their emerging and enacting/performing; the empirical illustration and validation of established or new conceptual perspectives; and case studies offering insights into both socio-technical processes of success and failure.

Some key topics may include (1) organizational culture and identity, (2) inter-organizational relationships, and (3) digital transformation. Authors are invited to submit papers that may address but are not necessarily limited to, any of the following topic areas concerning socio-technical issues in organizational or inter-organizational contexts.

• Organizational Culture and Identity
  • Digital culture (Digital mindset, Cross-functional collaboration, Agility, Dynamic capabilities)
  • Organizational change and routines
  • Organizational identity and major organizational changes (ex. Digital Transformation, Outsourcing, Mergers and Acquisitions)
• Inter-organizational Relationships
  • Development of digital ecosystem partnerships
  • Boundary spanners, boundary objects, knowledge transfer
  • Organizational ambidexterity
  • Absorptive capacity
  • Open Innovation
  • Distributed forms of working and organizing, Hybrid work models
• Digital Transformation
  • Recruitment and retention of digital talent
  • Digital leadership, Complexity leadership
  • Algorithmic control and managerial oversight in the Gig Economy
  • Work-related stressors (worker surveillance/monitoring, technostress)

We invite contributions that engage philosophically, theoretically, methodologically and/ or empirically with various socio-technical phenomena. Submissions may include, but are not limited to research papers (conceptual, theoretical, and empirical), as well as case studies, and best practices/lessons learned. We also welcome research-in-progress studies that strive to problematize or transcend established boundaries (theoretical, disciplinary, methodological etc.).

Minitrack Co-Chairs:

Dragos Vieru (Primary Contact)
TELUQ University
dragos.vieru@teluq.ca

Ulrika Westergren
Umeå University
ulrika.westergren@umu.se

Simeon Vidolov
University of Galway
simeon.vidolov@universityofgalway.ie

Albert Plugge
Nyenrode Business University
a.plugge@nyenrode.nl

This minitrack is special. It is set up to provide a forum for papers in the Organizational Systems and Technology track that do not “fit” exactly in a specific track. We often serve as an incubator for new ideas.

Over the years we have actively solicited non-traditional, imaginative, and thought-provoking research in any IT area. We are particularly interested in papers that break new ground in new areas, or those that apply existing research to new industry groups or fields. The papers that we accept generally have the following characteristics:

• They are cross-disciplinary – can be disciplines other than MIS
• They address current topics that are important to today’s managers
• They have a practitioner “flavor.”
• Case studies are welcomed, particularly if they propose questions that will stimulate discussion among session attendees.

Minitrack Chairs:

Jim Ryan (Primary Contact)
Worcester Polytechnic Institute
jryan@wpi.ed

Christopher Califf
Western Washington University
califfc@wwu.edu

The world faced an unprecedented catastrophe during the COVID-19 pandemic. The unusual circumstances created by COVID-19’s rapid spread provide a unique opportunity to study the role of Information Systems and Technology in supporting people through this pandemic and beyond to other global crises. This minitrack considers topics related to the global crises’ impacts on jobs and work (for both employers and employees), education and educational institutions (including learners and educators), family and home life (including life-changes for adults and children), and global society.

In this minitrack, we welcome submissions of full research papers or research in progress, including theory articles, literature reviews, teaching cases, or studies employing qualitative, quantitative, mixed methods, and design science research methods. Topics of interest include, but are not limited to, technology’s role in addressing:

• Opportunities and challenges during global crises
• Consequences of global crises, such as COVID-19, on work, education, and society
• Working from home during lockdowns
• Best practices in education and work contexts
• Digital transformation and the future of work and education
• Using ICT to foster learning, working, and social activities
• Social isolation and well-being
• Work-life boundaries and conflicts
• Implications for policy and practice
• Nontraditional virtual teams
• Social and business norms
• Disaster plans and business continuity planning
• Resource sharing challenges

Minitrack Co-Chairs:

Safa’a AbuJarour (Primary Contact)
American University of Sharjah
sabujarour@aus.edu

Haya Ajjan
Elon University
hajjan@elon.edu

Dawn Owens
University of Texas at Dallas
dawn.owens@utdallas.edu