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Mindfully Resisting the Bandwagon – IT Implementation and Its Consequences in the Financial Crisis
(2013)
Although the ”financial meltdown” between 2007 and 2009 can be substantially attributed to herding behaviour in the subprime market for credit default swaps, a “mindless” IT implementation of participating financial services providers played a major role in the facilitation of the underlying bandwagon. The problem was a discrepancy between two core complementary capabilities: (1.) the (economic-rationalistic) ability to execute financial transactions (to comply with the herd) in milliseconds and (2.) the required contextualized mindfulness capabilities to comprehend the implications of the transactions being executed and the associated IT innovation decisions that enabled these transactions.
Theory building is not only underdeveloped in IT services management research, but in
general in IS. Given the paradigm shift that comes from the development away from a
networked economy towards a network economy, the lack of spending enough attention to
theorizing in IS becomes even more obvious. In the light of other "megatrends" in IS
research, such as the increasing professionalization and use of statistical methods and the
exploitation of extremely large sets of data (often harvested from social media sites), we
might lose interest in theorizing in the presence of the tremendous amount of available
empirical data. In this position paper, the author advocates that services science researchers
should focus on rigor and relevance in their research approaches.