TY  - JOUR
A1  - Marx, Julian
A1  - Stieglitz, Stefan
A1  - Brünker, Felix
A1  - Mirbabaie, Milad
T1  - Home (office) is where your heart is
BT  - exploring the identity of the ‘corporate nomad’ knowledge worker archetype
JF  - Business & information systems engineering
N2  - Working conditions of knowledge workers have been subject to rapid change recently. Digital nomadism is no longer a phenomenon that relates only to entrepreneurs, freelancers, and gig workers. Corporate employees, too, have begun to uncouple their work from stationary (home) offices and 9-to-5 schedules. However, pursuing a permanent job in a corporate environment is still subject to fundamentally different values than postulated by the original notion of digital nomadism. Therefore, this paper explores the work identity of what is referred to as ‘corporate nomads’. By drawing on identity theory and the results of semi-structured interviews, the paper proposes a conceptualization of the corporate nomad archetype and presents nine salient identity issues of corporate nomads (e.g., holding multiple contradictory identities, the flexibility paradox, or collaboration constraints). By introducing the ‘corporate nomad’ archetype to the Information Systems literature, this article helps to rethink established conceptions of “home office” and socio-spatial configurations of knowledge work.
KW  - corporate nomadism
KW  - identity theory
KW  - home office
KW  - knowledge work
KW  - digital nomadism
Y1  - 2023
U6  - https://doi.org/10.1007/s12599-023-00807-w
SN  - 2363-7005
SN  - 1867-0202
VL  - 65
IS  - 3
SP  - 293
EP  - 308
PB  - Springer Gabler
CY  - Wiesbaden
ER  - 
TY  - JOUR
A1  - Brünker, Felix
A1  - Marx, Julian
A1  - Mirbabaie, Milad
A1  - Stieglitz, Stefan
T1  - Proactive digital workplace transformation
BT  - unpacking identity change mechanisms in remote-first organisations
JF  - Journal of information technology
N2  - Digital transformation fundamentally changes the way individuals conduct work in organisations. In accordance with this statement, prevalent literature understands digital workplace transformation as a second-order effect of implementing new information technology to increase organisational effectiveness or reach other strategic goals. This paper, in contrast, provides empirical evidence from two remote-first organisations that undergo a proactive rather than reactive digital workplace transformation. The analysis of these cases suggests that new ways of working can be the consequence of an identity change that is a precondition for introducing new information technology rather than its outcome. The resulting process model contributes a competing argument to the existing debate in digital transformation literature. Instead of issuing digital workplace transformation as a deliverable of technological progress and strategic goals, this paper supports a notion of digital workplace transformation that serves a desired identity based on work preferences.
KW  - digital transformation
KW  - digital workplace transformation
KW  - remote-first
KW  - identity theory
Y1  - 2023
U6  - https://doi.org/10.1177/02683962231219516
SN  - 0268-3962
SN  - 1466-4437
PB  - Sage Publishing
CY  - London
ER  - 
TY  - JOUR
A1  - Fischer-Preßler, Diana
A1  - Marx, Julian
A1  - Bunker, Deborah
A1  - Stieglitz, Stefan
A1  - Fischbach, Kai
T1  - Social media information governance in multi-level organizations
BT  - how humanitarian organizations accrue social capital
JF  - Information and management
N2  - Strategic social media use positively influences organizational goals such as the long-term accrual of social capital, and thus social media information governance has become an increasingly important organizational objective. It is particularly important for humanitarian nongovernmental organizations (HNGOs), whose work relies on accurate and timely information regarding socially altruistic behavior (donations, volunteerism, etc.). Despite the potential of social media for increasing social capital, tensions in governing social media information across an organization's different operational levels (regional, intermediate, and national) pose a difficult challenge. Prominent governance frameworks offer little guidance, as their focus on control and incremental policymaking is largely incompatible with the processes, roles, standards, and metrics needed for managing self-governing social media. This study offers a notion of dynamic and co-evolutionary process management of multi-level organizations as a means of conceptualizing social media information governance for the accrual of organizational social capital. Based on interviews with members of HNGOs, this study reveals tensions that emerge within eight focus areas of accruing social capital in multi-level organizations, explains how dynamic process management can ease those tensions, and proposes corresponding strategy recommendations.
KW  - social media
KW  - social capital
KW  - information governance
KW  - dynamic and co-evolutionary process management
Y1  - 2023
U6  - https://doi.org/10.1016/j.im.2023.103838
SN  - 0378-7206
SN  - 1872-7530
VL  - 60
IS  - 7
SP  - 1
EP  - 18
PB  - Elsevier Science
CY  - Amsterdam
ER  -