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PurposeMuch of recent academic and professional interest in exploring digital transformation and enterprise systems has focused on the technology or the organizations' external forces, leaving internal factors, in particular employees, overlooked. The purpose of this paper is to explore digital literacy of employees as an organizational affordance to capture contextual factors within which digital technologies are situated and are used.Design/methodology/approachWe used the evidence-based practice for information systems approach, and undertook a systematic literature review of 30 papers coupled with brainstorming with 11 professional experts on the neglected topic of digital literacy and its assessment.FindingsThis paper draws upon affordance theory, and develops a novel framework for conceptualization of digital literacy of employees as an organizational affordance. We do this by distinguishing digital literacy at the individual level and organizational level, and by assessing digital literacy through Information/Cognitive and Social Practice/Articulation affordances.Research limitations/implicationsThe current paper contributes to the notion of organizational affordances by examining the effect of interactions between employee-technology through digital literacy of employees in using digital technologies. We offer a novel conceptualization of digital literacy to improve understanding of the role of employee in digital transformation and utilization of enterprise systems. Thus, our definition of digital literacy offers an extension to the recent discussions in the IS literature regarding the actualization of affordances by bringing a lens of employees into the process.Practical implicationsThis paper operationalizes digital literacy at organizational and individual levels, and offers managers a high-level tool to assess digital literacy of their employees. By doing so, managers can achieve the fit between employees' capabilities and digital technologies that will improve affordance actualization and support their digital transformation initiatives.Originality/valueThe study is one of early attempts to apply and extend affordance theory on digital literacy at organizational level by not limiting the concept to the individual level. The proposed framework improves the communication among researchers and between researchers and practitioners.

Social media plays a significant role in rapid propagation of information when disasters occur. Among the four phases of disaster management life cycle: prevention, preparedness, response, and recovery, this paper focuses on the use of social media during the response phase. It empirically examines the use of microblogging platforms by Emergency Response Organisations (EROs) during extreme natural events, and distinguishes the use of Twitter by EROs from digital volunteers during a fire hazard occurred in Australia state of Victoria in early February 2014. We analysed 7982 tweets on this event. While traditionally theories such as World System Theory and Institutional Theory focus on the role of powerful institutional information outlets, we found that platforms like Twitter challenge such notion by sharing the power between large institutional (e.g. EROs) and smaller non-institutional players (e.g. digital volunteers) in the dissemination of disaster information. Our results highlight that both large EROs and individual digital volunteers proactively used Twitter to disseminate and distribute fire related information. We also found that the contents of tweets were more informative than directive, and that while the total number of messages posted by top EROs was higher than the non-institutional ones, non-institutions presented a greater number of retweets.

PurposeResearch into the interpretability and explainability of data analytics and artificial intelligence (AI) systems is on the rise. However, most recent studies either solely promote the benefits of explainability or criticize it due to its counterproductive effects. This study addresses this polarized space and aims to identify opposing effects of the explainability of AI and the tensions between them and propose how to manage this tension to optimize AI system performance and trustworthiness.Design/methodology/approachThe author systematically reviews the literature and synthesizes it using a contingency theory lens to develop a framework for managing the opposing effects of AI explainability.FindingsThe author finds five opposing effects of explainability: comprehensibility, conduct, confidentiality, completeness and confidence in AI (5Cs). The author also proposes six perspectives on managing the tensions between the 5Cs: pragmatism in explanation, contextualization of the explanation, cohabitation of human agency and AI agency, metrics and standardization, regulatory and ethical principles, and other emerging solutions (i.e. AI enveloping, blockchain and AI fuzzy systems).Research limitations/implicationsAs in other systematic literature review studies, the results are limited by the content of the selected papers.Practical implicationsThe findings show how AI owners and developers can manage tensions between profitability, prediction accuracy and system performance via visibility, accountability and maintaining the “social goodness” of AI. The results guide practitioners in developing metrics and standards for AI explainability, with the context of AI operation as the focus.Originality/valueThis study addresses polarized beliefs amongst scholars and practitioners about the benefits of AI explainability versus its counterproductive effects. It poses that there is no single best way to maximize AI explainability. Instead, the co-existence of enabling and constraining effects must be managed.

Digital transformation is widely affecting various industries particularly healthcare, telecommunications, automotive, banking and manufacturing sectors. It enables innovation practices, improved designs, and new business models, and shapes how organizations create value on the Internet. Companies can leverage robust customer relationships and increase cross selling opportunities through successful digital transformation. Digital transformation is not solely about acquiring and deploying the fit for purpose technologies; rather it is a significant approach in tackling managerial issues such as human resources, business efficiency, and business process redesign. According to Hess, digital transformation has become a high priority on the leadership agenda of many organizations. Here, Nadeem et al review current understanding of this digital transformation notion in the extant literature, and to explore what digital transformation entails.

PurposeThe purpose of this paper is to examine how public sector organizations become nimbler while retaining their resilience during digital transformation.Design/methodology/approachThe study adopts a hermeneutic approach in conducting deep expert interviews with 22 senior executives and managers of multiple organizations. The method blends theory and expert views to study digital transformation in the context of enterprise information management.FindingsDrawing on technology enactment framework (TEF), this research poses that organizational form is critical in the enactment of technologies in digital transformation. By extending the TEF, the authors claim that organizations are not in pure bureaucratic or network organizational form during digital transformation; instead, they need a hybrid combination in order to support competing strategic needs for nimbleness and resilience simultaneously. The four hybrid organizational forms presented in this model (4R) allow for networks and bureaucracy to coexist, though at different levels depending on the level of resiliency and nimbleness required at each point in the continuous digital transformation journey.Research limitations/implicationsThe main theoretical contribution of this research is to extend the TEF to illustrate that the need for coexistence of nimbleness with stability in a digital transformation results in a hybrid of networks and bureaucratic organization forms. This research aims to guide public sector organizations' digital transformation with extended the TEF as a tool for building the required organizational forms to influence the technology enactment to best meet their strategic needs in the digital era.Practical implicationsThe results from expert interviews point to the fact that the hybrid organizational forms create a multi-modal organization, extending the understanding of enterprise information management. Depending on the department or business needs, a hybrid organizational form mode would be dominant. This dominance creates a paradox in organizations to handle both resilience and nimbleness. Therefore, the 4R model is provided as a guide to public sector managers and consultants to guide strutting their organization for digital transformation.Originality/valueThe model (4R), the extended TEF, shows that organizations still work towards networks and bureaucracy; however, they are not two distinct concepts anymore; they coexist at different levels in hybrid forms depending on the needs of the organization.

PurposeThe lack of authority of the sponsoring firm in online communities raises questions about how to orchestrate members of an online community in value co-creation. Hence, this study aims to examine how online communities co-create value with community members. The authors draw upon service-dominant logic (SDL) to study two comparable, and yet different, Indonesian firm-sponsored online communities.Design/methodology/approachThe authors build on an earlier systematic literature review and triangulate it with semi-structured interviews of 28 community members and content analysis of over 35,000 online comments. The data collection was conducted from February to October 2018.FindingsThe findings revealed that (1) value co-creation in online communities is orchestrated through the fluidity of the online community, which is represented by three mechanisms: consensus-making, consensus settlement and changing boundaries, and (2) the mechanisms can be conditioned by switching firm roles (as a co-creator and facilitator).Research limitations/implicationsThe study has enriched the body of knowledge in fluid organisations by explicating three mechanisms, consensus-making, consensus settlement and changing boundaries, that explain the coordination efforts between individuals who have options to participate or not and changing boundaries, that reveals actors' responses in online communities. The mechanisms demonstrate the dynamics of a service ecosystem.Originality/valueThis study offers valuable insights into how sponsoring firms orchestrate value creation in online communities where they do not have full control of participants' reactions. The authors hereby contribute to enriching the understanding of co-creating value with customers in a fluid organisation, such as online communities.

PurposeThe purpose of this paper is to explore enablers and constraints in value co-creation in sponsored online communities, and to identify firm roles in shaping value co-creation. The structured analysis is translated into strategies for practitioners and for guiding future research.Design/methodology/approachThe authors systematically review and synthesise the literature to develop a comprehensive model of value co-creation.FindingsThe literature review findings have led to the identification of four actors in sponsored online communities, revealed enablers and constraints for value co-creation in online communities, and provided insight into the simultaneous roles of sponsoring firm (co-creator and facilitator) and the interrelationship between them.Research limitations/implicationsLike other systematic literature review studies, the findings are limited by what was reported in the papers selected for the review. The authors contribute to service-dominant logic (SDL) by bridging the macro level to the empirical level, and add to our understanding of the sociomateriality theory by capturing constraints and enablers coming from various actors.Practical implicationsThe extracted enablers and constraints guide decision makers to better design, asses, monitor and support sponsored online communities. The findings also inform how to orchestrate the two sponsoring firm roles so that the online community is still attractive for the members and creates value for the sponsoring firm.Originality/valueGiven the variety of disciplines dealing with value co-creation, and given the plenitude of definitions and related concepts, this study consolidates the existing knowledge and models how value is co-created in online communities.

Despite increasing popularity of social networking sites (SNSs) among customers, it is still unclear for many small-medium enterprises (SMEs) why they may need to embark on a presence on SNSs such as Facebook, and what are the opportunities and/or challenges of customer relationship management (CRM) on these websites. Using diffusion of innovation theory and interviews with twenty Australian organizations, this study found that SNSs governance is the most influential factor for SMEs in effective implementation of Facebook for CRM. Results also show that market pressures, direct customer service, brand promotion, and experimental purposes are among key motivations for organizations to use Facebook for CRM. Ease of use, ease of receiving customers' feedback, availability of rich tools, and the opportunity to reach a large number of potential and existing customers are amongst the key benefits; and dealing with negative comments, finding qualified human resources, reliability of Facebook policies, and scalability of Facebook page are key challenges in using Facebook for CRM.

The related literature and industry press suggest that artificial intelligence (AI)-based decision-making systems may be biased towards gender, which in turn impacts individuals and societies. The information system (IS) field has recognised the rich contribution of AI-based outcomes and their effects; however, there is a lack of IS research on the management of gender bias in AI-based decision-making systems and its adverse effects. Hence, the rising concern about gender bias in AI-based decision-making systems is gaining attention. In particular, there is a need for a better understanding of contributing factors and effective approaches to mitigating gender bias in AI-based decision-making systems. Therefore, this study contributes to the existing literature by conducting a Systematic Literature Review (SLR) of the extant literature and presenting a theoretical framework for the management of gender bias in AI-based decision-making systems. The SLR results indicate that the research on gender bias in AI-based decision-making systems is not yet well established, highlighting the great potential for future IS research in this area, as articulated in the paper. Based on this review, we conceptualise gender bias in AI-based decision-making systems as a socio-technical problem and propose a theoretical framework that offers a combination of technological, organisational, and societal approaches as well as four propositions to possibly mitigate the biased effects. Lastly, this paper considers future research on the management of gender bias in AI-based decision-making systems in the organisational context.