As mentioned in the various studies, these were mainly carried out with Swiss companies.
The survey to review data governance can only be conducted with companies that have im
plemented data governance at all. The implementation and also the understanding of what is meant by it is interpreted differently from company to company. Even though this has been
6.3 Limitations and future research | 101 taken into account in the definition of the questionnaire, it cannot be ruled out that it could lead to an error in the data collection.
The studies in the dissertation project tried to take different perspectives. However, cross
industry comparisons would also lead to wrong conclusions and would therefore be explicitly dispensed with. Due to the topic, it was very difficult to determine which companies had persons who could answer the questionnaire at all. As a result, only 75 completed surveys were returned. As a result, the quantitative study tends to have too few data records for data analysis. However, the results were so clear that it cannot be assumed that the picture would change significantly with a larger amount of data.
The studies confirmed that data and decisions understood here as a personal experience ultimately lead to a change or formation of a mental model of decision making. The investi
gations on shared domains of Eom et al. (2015) could be confirmed in many conversations.
It is therefore not only the forming of knowhow but also a decision culture. Since a suf
ficient data quality cannot be recognized at all by the decision maker, he will rely on his mental model also in the future. These models have a increasing leverage, the deeper they are founded on beliefs and values (Sweeney & Meadows, 2010, p. 243). This means that as the number of new data increases, the level of inconsistency will tend to increase and decision making will increasingly be limited to one’s own mental model.
It is in the nature of man to choose the model that is simpler for him. However, there is a great risk involved by choosing just one approach orfall back to a mental model. A com
pany’s environment is not becoming easier. Only the one who can adapt agilely and quickly will survive. Problems are not becoming simpler but remain solvable. Speed becomes the game changer. Problems are not easily and quickly recognizable in their complexity and ways to solutions must be developed ever faster. Digital artefacts and social behaviour must be taken into account. Behind a datadriven organization, therefore neither soft nor hard facts must be neglected. Cao (2017) speaks of Xcomplexities. Data management is a small com
ponent for the development of complex problem solving systems. And there is still a gap between reality and science. While reality is the complexity in daily life and in the beginning of the thesis discussed exponential development of data after. The in Cao (2016, fig. 2, p. 70) discussedcritical development gaps between data potential and stateoftheart capabilities are by far not closed yet.
It is an essential part of research to combine models from different disciplines. This is an important part of this research in order to gain new insights. Since data play such an important role in the new business models, one cannot avoid linking management models to them. All research developments that override the interdisciplinary combination of models can be regarded as dangerous because they avoid the real problem in which only a part of the research is considered that cannot provide the solution on its own. At the same time, the research should provide models that have already been tested in practice as abstract solutions.
This should be done through explorative or quantitative research. The DSR approach applied in this dissertation is recommended for this research direction.
List of studies
Partial results of the present work have been elaborated, presented and published as follows:
A The Role of IT Governance in Digital Operating Models
Presented in a former version at the following conference:
1stInternational Conference on Management in the Digital Era (MDE), Prague, Octo
ber 27–28, 2017.
Published in an adapted version:
Hitz, C. and Schwer, K. (2018), “The role of IT governance in digital operating mod
els”,Journal of Eastern European and Central Asian Research (JEECAR), Vol. 5 No. 2, pp. 61–79.
B ITBudgeting Processes in Swiss Banks and How They Are Influ
enced by Rapidly Changing Regulatory Requirements
Presented in a former version at the following conference:
31st International Business Information Management Association Conference (IBIMA), Milan, April 25–26, 2018.
Published in a former version:
Hitz, C., Krey, M. Albath, M., Wyss, R. and Thoma, P. (2018), “Budgeting Processes for ITProjects in Swiss Banks Readiness to react to fast changing Market Conditions”, Proceedings of the 31stIBIMA Conference, Milan.
Published in an adapted version:
Hitz, C., Krey, M. Albath, M., Wyss, R. and Thoma, P. (2018), “ITBudgeting Pro
cesses in Swiss Banks and How They Are Influenced by Rapidly Changing Regulatory Requirements”,Journal of EU Research in Business (JEURB), Vol. 2018 (2018).
C Principles of Data Definition for the Use of Measuring Governance
Presented in former versions at the following conferences:
10th & 11th International Conferences on New Challenges in Management and Busi
ness, Dubai, March 23rd, 2018.
7th International Conference Innovation Management, Entrepreneurship and Sustain
ability (IMES 2019), Prague, May 30–31, 2019.
Published in an abstract version:
Hitz, C., Vojvodic, M. and Basl, J. (2018), “Designing for consistency of evaluation in enterprise governance of IT (EGIT)”,Proceedings of the 10th & 11th International Conferences on New Challenges in Management and Business, Dubai.
Published in proceeding:
Hitz, C., Vojvodic, M. and Wicki, G. (2019), “Principles of Data Definition for the Use of Measuring Governance”,Proceedings of the 7th International Conference Innova
tion Management, Entrepreneurship and Sustainability (IMES 2019), Prague, pp. 265–
278.
D Other publications
Published in journals:
Schwer, K. and Hitz, C. (2018), “Designing Organizational Structure In The Age Of Digitization”, Journal of Eastern European and Central Asian Research (JEECAR), Vol. 5 No. 1, pp. 1–11.
Schwer, K., Hitz, C., Wyss, R., Wirz, D. and Minonne, C. (2018), “Digital maturity variables and their impact on the enterprise architecture layers”,In Problems and Per
spectives in Management, Vol. 16 No. 4, pp. 141–154.
Vojvodic, M. and Hitz, C. (2018), “European Industries Customer Centricity Roadmap Stage – Business Process Management Aspect”,Acta Oeconomica Pragensia, Vol. 26 No. 3, 47–69.
Vojvodic, M. and Hitz, C. (2019), “Governance Team Leadership and User Participa
tion Organizational Practice for Innovative Customer Engagement in Data Compli
ance Project”,Central European Business Review (CEBR), Vol. 8 No. 2, 15–45.
Published as abstract in proceeding:
Schwer, K. and Hitz, C. (2018), “Variables of the Digital Maturity of Enterprises and the Impact to the Levels of Enterprise Architectures”, Proceedings of the 10th & 11th International Conferences on New Challenges in Management and Business, Istanbul.
List of studies | 105
Published in proceeding:
Vojvodic, M. and Hitz, C. (2018), “Application of Business Process Management (BPM) Tools in European Commercial Sectors as a Measure of Current Maturity of CustomerCentric Model”, Proceedings of the 14th International Strategic Manage
ment Conference (ISMC), Prague.
Published in nonreviewed journals:
Hitz, C. (2017), “Paradigmenwechsel im Monitoring des ITOperationsManagement”, Netzwoche, Vol. 17/2017, pp. 47.
Hitz, C. (2018), “Wie die SourcingStrategie Agilität im Gesundheitswesen schafft”, Netzwoche, Vol. 17/2018, pp. 57.
About
Christian Hitz, lic.oec.inform. HSG
Curriculum Vitae: Christian Hitz is the lead lecturer in business intelligence at the Zurich University of Applied Sciences (ZHAW). He is also the head of the IT Strategy and Man
agement office at the institute of business information technology. He works in analytics, data warehousing, business intelligence and data science since 1994. Christian Hitz holds a Master’s Degree of the University of St. Gallen (HSG) in Information Management and started his PhD Program at the University of Economics in Prague (VŠE) in 2015.
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