Podcasts about information systems

On this episode, my guest is Hasan Kerim Güç. Kerim graduated from Istanbul High School in 1992 and from Yildiz Technical University in 1996. Between 1997-2004, he completed his master's degree in Information Systems and Business Administration in Baltimore, USA. He returned to Turkey in 2010. Realizing that the treasure he had been looking for for 14 years was right in his own home, he took the position of Chief Editor at Nefes Publishing House in 2014. Kerim nourishes his business life with Sufi studies and is pursuing a doctoral degree from the Usküdar University Institute for Sufi Studies. He has published four books.Show Notes* Rejecting the American Dream* Anatolian and Sufi Hospitality* Sufis and the Ottomans* Tanri misafiri (“God's guest”)* Togetherness, and the roots of Religion* When we welcome suffering, we make honey out of pain* Submission, servants and the prophet Mohammed* The Conference of the Birds / Stories from the Thirty Birds* Limits to hospitality in the Islamic world* Bereket / Baraka* Rumi's Guest HouseHomework* Kerim Vakfı* Stories from the Thirty Birds* Cemalnur Sargut: A Sufi Life of Love, Suffering, and Divine Union* Cemalnur Sargut Books* Kerim Guc - Instagram* Kyoto University Kenan Rifai Center for Sufi Studies* Ken'an Rifâî Chair of Islamic Studies at Peking University* University of North Carolina (UNC) Ken'an Rifâî Chair in Islamic StudiesTranscriptChris: [00:00:00] Welcome to the End of Tourism podcast, Kerim. Hoș geldiniz.Kerim: Thank you very much for having me.Chris: Yeah, it's my pleasure. Thank you for joining me today. Perhaps you could tell our listeners, where you find yourself and what the world looks like there for you.Kerim: Well, first of all, I'm an immigrant also. I was an immigrant. I lived in the US for a while, and then I came back to to my own country. And things are very different here than there, than it is in US. From the perspective of what I did... I was actually an engineer, and I was working in the IT fields, and I was living the American dream, and then I realized that there was some kind of an emptiness, and this whole thing, and I decided to go back to Turkey and [00:01:00] study Sufism, and since my mother was actually a Sufi teacher. She decided to actually move this whole Sufism into academia. So, she basically established an institute in Istanbul - Üsküdar Istanbul - at the University of Üsküdar. The difference between this institute and the other schools, the people like myself, like engineers, coming from different disciplines, including lawyers and whatnot, they were not able to do their masters or PhDs in Sufism, because in other universities, they require for you to actually have theology backgrounds. But with this new establishment, we were able to educate people from all different disciplines and, [00:02:00] so we basically concentrated on ethics rather than the religion itself.So, a lot of people coming from different areas, especially the white-collar people, living this, like - how do I say that? - it's a world of money and materialism and all kind of that stuff. They're coming to our institute and realizing that money or career is not the only goal for life.And we started to concentrating on things like spirituality more than the materialist world.Chris: Thank you. Well, I'm very much looking forward to exploring these themes with you and a little bit of the work that you do with Kerim Vakfı.Kerim: Sure.Chris: And so for the last season of the podcast, I'm very much interested in focusing on different hospitality traditions and practices from around the [00:03:00] world, as I mentioned to you. And, one of the key themes of the podcast is radical hospitality. Now, the word “radical” comes from Latin and it means “rooted,” or we might even say “local” or “living.”And so. I'm curious if there are any radical hospitality practices that you think are unique to your place, to Istanbul, or to the Sufi community that you might be willing to share with us today?Kerim: Well, Istanbul, actually, is a very metropolitan city. So like the other metropolitan cities, we kind of lost that - what we call the hospitality of Anatolia. Anatolia is basically the Eastern part of Istanbul. And in Istanbul, we have, right now, 25 million people in a very small area. And in older days when the population was smaller, [00:04:00] we were able to show our hospitality, because the Turkish hospitality is very famous, actually. In this area the hospitality is very famous, including the, you know, Greek and Arab hospitality. Usually, it's a little bit different than the western countries.For instance, we welcome people - we used to, and probably still, in the countryside - the people coming from other cities or countries or whatnot. The locals actually helped them out as much as possible. They even invite them to their own houses and let them stay for how long they want to stay. And this was kind of like a regular thing in the old days. It's still going on very much in the eastern side of Turkey, pretty much in the countryside. [00:05:00] But Istanbul, like other cosmopolitan cities, we kinda lost that. You know, neighbourly things. We have a lot of neighbours and we we have always good... we used to have a lot of good relationship with them, but nowadays, again, because of this material world, we kind of lost this hospitality.So from the Sufi point of view, hospitality is very important. It's interesting that you mentioned the “radical.” You were talking about where “radical” come from, but you didn't talk about where “hospitality” comes from. See, there is a relationship between the hospital and the hospitality and the way the Sufis look at things is very much like the illnesses in our body are our guests. So, we don't think that they're bad for you. They're actually [00:06:00] the guests of our house for a time being. So we show them the hospitality as much as we can, and then hopefully we say goodbye to them.Chris: Wow. Wow. That's fascinating. I do know that the term “hospitality,” hospital is part of that, and hospital historically came from these notions of hospitality. I mean, in the western world in, and at least in the Christian world, there's a kind of unauthorized history in which a lot of this hospitality, as you mentioned, that was offered to the stranger, was done by the families or the individual houses or homes within a community. A stranger would come and they would ask for hospitality, ask for food and shelter, and the family would have to decide whether to do that and how to do it. [00:07:00] And then at some point, the institution of the Church kind of stepped in and said, “you know what? You don't have to do this anymore. When the stranger comes to the community, when they show up at your door, just send them to us. Just send them to the church and we'll give them what they need.”And so this did a number of things, but the two most obvious ones, I think, are that the family, the individuals in the family and the community on a grassroots level, slowly ended up losing their ability, their unique kind of familial or personal ability to host the stranger. And at the same time, of course, the church used this as a way to try to convert, the stranger.Kerim: Right.Chris: And so I'm curious if there's anything in that realm that you see in the Islamic world, maybe in the Sufi world... you mentioned that, since the [00:08:00] imposition of modernity and the industrial Revolution in the world, we see less and less possibilities for small-scale, grassroots hospitality between people, in part, because there's so much movement, and of course, because the hospital has its brothers and sisters in the sense of the “hotel” and the “hostel.”Kerim: Absolutely.Chris: So, I'm curious if there's anything like that that comes to mind for you in regards to the Islamic world.Kerim: Well, one thing is about like the Ottomans. The Ottomans, when they were coming from the Anatolia and then started conquering all those places in the Balkan area, Greece and Bulgaria, Hungary and all those places, after they actually conquered, they sent Sufis to those places. And, like in Hungary, there is a person, his name is [00:09:00] Gül Baba, which means “Rose Father.” That's what they call him. He actually has his own tekke (tekke is like a church for Sufis). And this place, it's like a school more, more like a school, but it's a religious school.And in this tekke, he actually finds all those people with needs, and he pretty much helped them out with all those needs. And the people coming from different religions, they actually started liking people like from the Turks' point of view, because the Turks were symbolized by these Sufi movements. And instead of, you know, pushing people to convert or demolishing the churches and rebuilding mosques and stuff. Instead of that, they actually [00:10:00] welcomed people from all over the world, or all over the place, basically, to stay in the tekke, to eat and to get education in the tekke. So this was a great strategy of Ottomans. That's how they actually stayed in Europe for almost like 600 years. So that was very much like, you know, their strategy, I think. And in a good way.Chris: Yeah, you know, in my research I found out that there's still Sufi orders in the Balkans a group called the Bektashi.Kerim: Right.Chris: And of course, with the very little historical understanding that I had, I was very surprised. I had no idea. But of course, when I eventually went to visit the regions that my father is from, I saw churches, synagogues, and mosques, all in the same little neighbourhoods.[00:11:00] So, quite an impressive kind of understanding that the major religions in those places could coexist for so long. And that in the context of someone who grew up in North America, who thought it was the opposite (previously) and such things are so difficult.Kerim: Right. Right.Chris: So, Kerim, a mutual friend of ours has told me, that in the Turkish language, there is a phrase (and excuse my pronunciation). The phrase is tanri misafiri.Kerim: Right.Chris: Which translates into English as something like “God's guest.”Kerim: Right.Chris: Or “the guest sent by God.”Kerim: Right. Right.Chris: And so I'm wondering if you could speak about this phrase, maybe what it means to you and where you think it comes from?Kerim: Well, in Anatolia, it's a very famous phrase. And like I said previously, you know anybody coming from somewhere else, who comes into somebody's [00:12:00] house, is allowed to stay in the house as “the guest of God,” because we believe that God has sent that guest to us and we try to... you know, it's more like making that guest happy means making God happy. So, that's the understanding of older generations.In today's metropolitan areas, I don't think it's possible because of the security problems and everything. But like I said, in the countryside, people are very welcoming when it comes to this, because it is very important that knowing that person is actually coming from God, from Allah, so we have to take care of that person as much as possible to please God, actually.So that's how it is. I still see that in many cities in the [00:13:00] more eastern side of Turkey or south side of Turkey, or even north side of Turkey except in the bigger cities. But in the smaller cities, people are much more welcoming, again because of this specific idiom, actually.Chris: From tanri misafiri?Kerim: Right. Tanri means “God” in our language. In the original Turkish language, it's tanri, and, misafiri means “ the guest.”Chris: Yeah. So beautiful. Thank you for sharing that with us.Kerim: Absolutely.Chris: And so when guests arrive in a home, you know, in English, at least in, in the context of the older traditions, it is said that the guest or the potential guest, the stranger, asks for hospitality. They don't necessarily say “ they ask for food,” which we can imagine that surely they [00:14:00] do. They don't necessarily say that “they ask for shelter” or “accommodation,” which we surely we could imagine they do. But the literature often says they ask for hospitality.And so, when we think of hospitality today, we often think about people sitting around a table eating food together. And so I'm curious if there's a shared understanding among Sufis or at least the community that you live among and in, about the importance of both eating food and eating food together.Kerim: Togetherness is probably one of the most important things in the Islamic religion. Because like even our way of worshiping God - Allah - we try to do that in a union as much as possible. It is very interesting, the words that “religion” comes from.[00:15:00] Re- means “again,” and legion means “union.”So it's almost like “religion” itself means “to recreate the union,” “to reshape the union,” “ to have the union back,” because we have the tendency to be alone. And even you can imagine that in the western countries, in the western world, a lot of people want to be alone.Like, there's a lot of individuals rather than a group of people. And in the eastern world, it's a little bit different. We are more like family-oriented people. We try to do things together. I mean, there are advantages and disadvantages obviously, but there is a difference between them.So, we always had this [notion that] “the more is better,” basically. You know, more people is better. So, we help each other, [00:16:00] we understand each other, we talk about our problems. When we try to solve them, it's easier together. And if there's pain, you know, the pain actually, can be eased with more people, easier, I think, compared to have this pain alone. So, again, we're more family-oriented people.And the Sufi are very much like that. The Sufi always pray together, and they think that it creates a n energy, basically. It produces an energy that basically helps all of them at the same time, in a union.Chris: Hmm hmm. And do you find that sitting down for a meal together also creates that kind of union, or recreates as you were saying?Kerim: I think so. Doing any kind of activities, including eating... eating is basically the most common activity [00:17:00] that we do in our daily life and getting together, to talk about our things together, and discuss things together, all those things - togetherness, when it comes to the idea of togetherness - I think, is beautiful.Chris: Hmm, hmm. Amen. Yeah, I very much agree with that, Kerim.And so, when we think about hospitality, and we think about food, we often imagine big banquet tables and as you said, this sense of togetherness and celebration.But there's also, you know, from what little I've read, there's also this important aspect of the religious life in the Islamic world, and perhaps in the Sufi world as well that points to, maybe not the absence of food, but a different way of being fed, and a different way of feeding that doesn't [00:18:00] include the food we're used to, the kind of material food. And we often refer to this as fasting. And so, there's a beautiful video that you sent me, Kerim, of your mother speaking, and she recalls a phrase in that video from her own mother who said that “when we welcome suffering, we make honey out of pain.”And so, this is a question I very much want to ask you because I've fasted myself quite intensely. I'm curious, what is the honey that comes from fasting? Or, what do you think is the honey that comes from fasting?Kerim: Right? First of all, yeah, fasting is in our religion. So, we basically do that one month in the whole year. It's called Ramadan. In some cases, we actually do that because our Prophet Muhammad, when he [00:19:00] lived, he was fasting every Monday and every Thursday. So it was like a common practice for some of the religious people. And at least we do that one month in the whole year.And obviously, that month is a little bit difficult, you know, because we not only stop eating, we also stopped drinking and all that stuff. In theory, we should not be lying, we should not be telling bad things to other people or gossiping and all that stuff, but usually we do during that time. I mean, in theory, we should not be doing that.So it's like a whole discipline thing - the whole fasting. And at the end of the thirty days, you become a really, really different person. And first of all, one thing that [00:20:00] I feel, is that you understand the people who do not have food. We still have people in the world, unfortunately, in Africa, and all those places, the people, having less access to food as we do, and we feel like, oh yeah we don't actually thank God for all those things that he's giving to us. And this is the time that you start thinking about the reality and start thanking God for actually giving us all that food, twenty-four hours, seven days [a week]. And when you are fasting during that time, you are understanding the feeling of these people, who are like poor and who cannot eat.There are people now, in the social media, we are seeing people, who never had [00:21:00] chocolates in their life. The people living in these countries or in the cities or metropolitan cities, we never think about these things.So, we take these things for granted, and during that time of fasting, you start thinking about these stuff and then you become more thankful, and that's basically honey itself, after the suffering. And I wouldn't say “suffering,” because we don't suffer as much as they do, honestly.And we're just telling our egos, “just stop for a day to do bad things and stop eating,” and all that stuff that ego wants to have. And again, it's at the end of the thirty days, you become a new person because now you have a different mentality. Now, in the other eleven months, you still forget about these things, but [00:22:00] again, it comes through. It's like a cycle.Chris: Yeah. Yeah. I totally agree with you that, you know, gratitude is the honey and...Kerim: Absolutely.Chris: ...I remember the fasting that I did over the course of four years, and I don't know if it was as intense as the fasting that happens during Ramadan, but doing that fasting and trying to feed something other than myself for a time imbued a degree of hospitality and gratitude that I don't think I had ever felt before. And it sticks to me. It sticks to my bones to this day. And it's something that, like you said, I also have to constantly remind myself of those moments when I sit down to eat a meal, because it's so easy to forget.Kerim: Absolutely. Absolutely. And one thing is [00:23:00] basically during that time of fasting, you basically stop feeding your ego, and start feeding your spirit, basically. That's what I think.Chris: That's beautiful. Yeah. I absolutely understand that. Thank you, Kerim.So my next question is around the word “ submission.” So, translated into English, the word “Islam” means “submission.” Now I've read that this word can also be translated to mean “servants of God.” Servants of God.Now in English, the word “servant” can be synonymous with “host.” A servant and a host. Now, there's a book by an author named Mona Siddiqui called Hospitality in Islam. And in that book she writes, it's actually a quote, but she writes,“'What is faith?' The Prophet replied, ‘the giving of [00:24:00] food and the exchange of greetings.' He ends on a most dramatic note saying, “a house which is not entered by guests is not entered by angels.”Kerim: Perfect. Yeah.Chris: And it seems that in this phrase, the Prophet is suggesting that the way we are with guests and strangers has something to do with how we are with the divine, which I think you kind of alluded to a little bit earlier.And so I'm curious, is this something that you've seen in your own days or in those of others that you know? Is hospitality a practice that connects us to the divine?Kerim: Absolutely. Because reaching God, you need to reach people first. To be able to reach God... when I say “reach God,” meaning be in communication with Him, is basically being in a communication [00:25:00] with the people he created. So, to serve the people is basically serving him from the Islamic point of view.So, and that's a hadith that you mentioned in the book. It's a hadith of Prophet Mohammed, like you said. And Prophet Mohammed always... it was a common practice that he was hosting maybe, you know, 10-15 people every night. And he was a poor person, by the way. I mean, he doesn't have much money, much food or anything, but they share. There was a time that... there's a story that somebody, actually, one of his apostles rather, asks him to visit him for a dinner. So he invites him to a dinner.But during his conversation, Prophet Mommed said, “can I bring my friends too?”[00:26:00]And the apostle says, “of course you can bring your friends.” And he brings hundreds of people. Now, the host only have some bread, and maybe a little bit meat, and a little bit rice in the cup.So, he was ashamed because he doesn't have any money, and the Prophet Mohammed is going to bring all those guests together, and he didn't know what to do. But he uses submission, basically.He said, well, if Prophet Mohammed is coming, then something is going to happen. And as he was thinking all those things, Prophet Mohammed puts his hand on top of the rice holder. And every time he was putting rice onto the dishes, the rice never ends, the meat never ends. So he served like 200 people during this invitation and the food never ended.[00:27:00]So he was happy for his submission, basically.Chris: Wow. Beautiful. Thank you, Kerim.Kerim: Of course.Chris: You know, you have this beautiful book - that is still in the mail, unfortunately I haven't got my hands on it yet, but I'm very much looking forward to it - called Stories From the Thirty Birds, which I understand is inspired by The Conference of the Birds, this incredible book from I think the 1300s.And I'm curious if you could tell us a little bit about that book and what, if any inspiration or maybe teachings around hospitality that come from both, The Conference of the Birds and how you've employed it in your book.Kerim: Right. The Conference of the Birds is really a beautiful story of Farid ud-Din Attar who lived in Nishapur, which is in Khorasan, in Iran, today. And he was one of the very famous [00:28:00] Sufis at that time. He was the teacher of Rumi. A lot of people know Rumi. And he wrote this book about birds, millions of birds, who are in the process of going to their king, which is the phoenix (or what we call it simurg). And during that time, during that travel, they go through seven valleys, and in each valley some of the birds get lost, because the valleys actually symbolize things.Like, the first valley is the valley of intention. So, a lot of birds actually don't have the intention to reach their king. The king is basically symbolizing Allah (God), and the birds are symbolizing us very much, and we are getting [00:29:00] lost during the time of life. Like, our intention is basically this world. If our intention is staying in this world, then we stay in this world. And that's the valley of intention.And a lot of birds, like half of them, actually, get lost in this stage.And the second valley is the valley of love. And the birds that get lost in this valley are the ones that actually think the beauty is in this world, rather than they don't see the beauty of God himself. So they see the shadow of that beauty in the world, but they're content with that beauty, and they don't really want to move on.And again, the third valley is the value of wisdom. And the birds that get lost in this valley are the ones who think that knowledge, [00:30:00] in this world, is more important than anything else, and they don't realize the source of the knowledge is actually their king.So on and so forth, they go through the seven valleys and at the end of the seventh valley, only thirty birds remain. And the thirty birds, they're ready to see their king, and they go through this mountain called Qaf, where the  simurg, the phoenix lives (behind the mountain). And it's very difficult to get there, basically. When they get there, they can't find the king over there. They only find a mirror. So, they realize the king is themselves, but more specifically, the union of thirty birds. So simurg - the [00:31:00] phoenix - in Iranian, in Persian means “thirty birds,” actually. Si is “thirty.” “Burg” is “bird,” actually.So from what we understand is, the union of ourselves, what we are seeing, is our reflection, because the king is actually a perfect mirror. But we don't see ourselves, only, we see the union of thirty birds together. So there are birds that we don't think live together. For instance, a hawk doesn't live with a smaller bird together, but in this union, they live together. There in one. And they use whatever advantage they have together. So it's almost like being one and using the characteristics of every single bird [00:32:00] itself.Chris: And I imagine that someone growing up in a culture like that, whether back then or more recently, and hearing this story or hearing it multiple times throughout their life or maybe once a year, that that notion also might arise in the way that they are with others, the way they are with strangers.Kerim: Right.Chris: And so, I have one final question for you, if that's all right?Kerim: Absolutely.Chris: So, before we say farewell I'd like to ask you about Istanbul, and I'd like to ask you about the limits to hospitality. So, last year, on a trip I took to the city I met a friend of a mutual friend of ours, and for a couple of hours we walked around the Karakoy neighbourhood and he spoke to me about how the city has changed quite a bit over the last decade.For many people who grew up in Istanbul, the city [00:33:00] might now appear to be very difficult to live in. He said that the cost of living has skyrocketed. The rents, the rent prices or costs have doubled. And much of this is a combination of tourism and gentrification in the city.Now it seems that many religious traditions speak of the importance of welcoming strangers and offering them hospitality, but they also speak of the limits to such hospitality. In one particular, hadith or saying of the Prophet Mohammed, it is said that “hospitality is for three days. Anything more is charity or sadaqah.”Again, excuse my pronunciation.Kerim: No. That's perfect pronunciation.Chris: And so I'm curious, you mentioned a little bit earlier, in the Sufi community and perhaps in the Islamic communities, there is this notion of togetherness, but also that “more is better.” And so I'm [00:34:00] curious in the context of what's happening in Istanbul and what's happening in many places around the world, do you think there should also be limits to the hospitality that is offered to the guest or stranger?Kerim: Well, of course. I mean, of course we have financial issues here, and it's very difficult for us to actually serve other people as much as we want to. But again, when we are together, even if it's very difficult to live in the city, it's still something, you know?What I see: the rent went up, like you said, so the people try to move into their family houses, the houses there of their families and everything. And in western countries, it's difficult. You usually don't do this kind of stuff, but in our community, it's much easier to do these things. And, you know, the families welcome the children [00:35:00] more than other countries. So that's something I think that's a positive thing.But to the strangers. What do we do for strangers? Obviously, we do as much as possible. We may not be able to serve them as much as we used to, obviously, before this inflation. And we have the highest inflation in the world, or probably the second-highest inflation. So again, it's difficult, and Istanbul became probably one of the most expensive cities in the world. But even that, again, we may not be able to take them to dinner every night, but we serve what we have in the house, like in the Prophet Mohammed's story.Whatever we have, we share. And, we call it bereket, as in Arabic baraka, they call it. Baraka is something [00:36:00] like... we use it for money. It's not “more money.” That's not important. How do I say that? I don't even know how to say it in English, but it's more like “the luck of the money, itself.” Basically, you may be able to buy more stuff with less money based on your luck. That's basically what we call it. Bereket. So the bereket is much more important than the amount of the money or the financial thing. And the bereket always goes up when you share it.Chris: Beautiful. Yeah, I love that. I mean, in English, not to reduce it at all, but in English we say, quality over quantity.”Kerim: Yeah, absolutely.Chris: And you said that, in order to offer hospitality or the hospitality that we would like to offer to our guests, sometimes maybe that means not doing it all the time, [00:37:00] because one simply cannot. Right. It's not possible.Kerim: Right.Chris: But yeah, it's a really beautiful point.Kerim: Rumi is a very important Sufi, probably known by many Americans. Even the world knows him. He wrote a poem, which is about the guests. So, if you don't mind, I'm gonna read that, uh, it's called the Guest House and it goes like:This human life is a guest house. Every dawn, a new visitor arrives.A gladness, a sadness, a pettiness, a flash of insights all come knocking, unannounced.Welcome them all. Make room even if a band of sorrows storms inand clears your rooms of comfort.Still honour every guest.[00:38:00] Perhaps they empty you to prepare you for something brighter.The gloomy thought, the shame, the bitterness,greet them at the door with a smile, and lead them inside.Be thankful for whoever comes, for each is sent as a messenger from the beyond.So that's a poem by Rumi, and I think it pretty much explains the whole hospitality thing.Chris: Yeah, that's a gorgeous, gorgeous poem. I love that. I'll make sure that's up on the End of Tourism website when the episode launches.And so finally, Kerim, uh, I'd like to thank you so very much for being willing to join me today, to be willing to speak in a language that is not your first, or mother tongue, and to share with us some of the beauty that has touched your days. Before we say goodbye, [00:39:00] perhaps you could tell our listeners how they can follow and learn more about Kerim Vakfı, Stories from the 30 Birds, your book, and any other projects you might want them to know about.Kerim: We have a Sufi centre in North Carolina, at the University of North Carolina. We have a centre in China, Beijing University, and another center in Kyoto University in Japan. And my mother's book about the commentary of some Quranic verses is the one. For instance, Yasin is available through Amazon and my book Stories from the 30 Birds is available on Barnes and Noble and all that other places in US.Chris: Beautiful. Well, I'll make sure that those links are all available on the End of Tourism website and on my Substack when the episode comes out. [00:40:00] And on behalf of our listeners, tesekkur, tesekkur.Kerim: I thank you. Get full access to Chris Christou at chrischristou.substack.com/subscribe

Does Nick really know what he is talking about? Time to find out. We play a trivia quiz with fifteen questions about information systems research. Nick has an audience joker, a telephone joker, and a 50:50 joker -and he needs all of them to make it through the levels. How well do you know the field? Tune in to find out, or play our game for yourself. The questions are posted below. Play the game for yourself: Round 1 Question: Which three journals were added when the AIS Senior Scholars expanded the old Basket of Eight into the 11-journal premier list in 2023? A. DSS, I&M, and I&O B. DSS, ISJ, and JSIS C. CAIS, I&M, and IT&P D. DSS, JIT, and I&O Round 2 Question: In Fred Davis's 1989 TAM paper, which two beliefs are the famous core constructs? A. Trust and enjoyment B. Performance expectancy and effort expectancy C. Perceived usefulness and perceived ease of use D. Social influence and facilitating conditions Round 3 Question: Which paper introduced UTAUT? A. Venkatesh & Davis, 2000, Management Science B. Davis, 1989, MIS Quarterly C. Venkatesh et al., 2003, MIS Quarterly D. Venkatesh, Thong, & Xu, 2012, MIS Quarterly Round 4 Question: The original DeLone and McLean paper, "Information Systems Success: The Quest for the Dependent Variable," appeared in which year? A. 1988 B. 1990 C. 1992 D. 2003 Round 5 Question: Which paper is generally credited with introducing Action Design Research (ADR) into the IS mainstream? A. Hevner et al. (2004), MISQ B. Sein et al. (2011), MISQ C. Gregor & Hevner (2013), MISQ D. Peffers et al. (2007), JMIS Round 6 Question: Which paper is the 2017 MISQ piece on platform ecosystems with the subtitle-like claim "How Developers Invert the Firm"? A. Parker, Van Alstyne, & Jiang B. Constantinides, Henfridsson, & Parker C. Eisenmann, Parker, & Van Alstyne D. Ghazawneh & Henfridsson Round 7 Question: Which paper is the most impactful technostress article in Information Systems research? A. Tarafdar et al. (2007), JMIS, The impact of technostress on role stress and productivity B. Ragu-Nathan et al. (2008), ISR, The consequences of technostress for end users in organizations C. Tarafdar et al. (2010), JMIS, Impact of technostress on end-user satisfaction and performance D. Tarafdar, Pullins, & Ragu-Nathan (2015), ISJ, Technostress: negative effect on performance and possible mitigations Round 8 Question: As of March 2026, which of the following papers has the highest Google Scholar citation count? A. Venkatesh et al. (2003) UTAUT B. Yoo, Henfridsson, & Lyytinen (2010) The New Organizing Logic C. Hevner et al. (2004) Design Science in Information Systems Research D. Davenport (1993) Process innovation: reengineering work through information technology Round 9 Question: In digital-platform research, the phrase "boundary resources model" is most closely associated with which paper? A. Ghazawneh & Henfridsson (2013), ISJ B. Constantinides, Henfridsson, & Parker (2018), ISR C. Parker, Van Alstyne, & Jiang (2017), MISQ D. Yoo, Henfridsson, & Lyytinen (2010), ISR Round 10 Question: In IS economics / IT business value research, which paper is the classic article on information worker productivity? A. Brynjolfsson & Hitt, 1996, MISQ B. Aral, Brynjolfsson, & Van Alstyne, 2012, ISR C. Aral & Weill, 2007, Org. Science D. Brynjolfsson, Rock, & Syverson, 2017, NBER Level 11 Question: In Feldman and Pentland's routines work, which pairing is correct? A. Ostensive = abstract pattern or idea of the routine; Performative = specific enactments by specific people at specific times and places B. Ostensive = formal SOP; Performative = deviations from the SOP C. Ostensive = managerial intention; Performative = worker resistance D. Ostensive = organizational memory; Performative = organizational forgetting Level 12 Question: Which statement best captures Paul Leonardi's (2013) position on sociomateriality? A. Materiality and human interpretation are always inseparable, so affordances and constraints cannot be analytically distinguished from materiality. B. Materiality exists independently of people, but affordances and constraints do not; they arise in relation to human goals. C. Sociomateriality should only be grounded in agential realism, not critical realism. D. The social and the material are separable in theory, but not in empirical research. Level 13 Question: The 2010 ISR research commentary "Digital Infrastructures: The Missing IS Research Agenda" is associated with which set of authors? A. Yoo, Henfridsson, and Lyytinen B. Tilson, Lyytinen, and Sørensen C. Hanseth, Monteiro, and Hatling D. Eaton, Elaluf-Calderwood, Sorensen, and Yoo. Level 14 Question: Which paper examined whether participation in the gig economy is associated with entrepreneurial activity, and who are its authors? A. Burtch, Carnahan, and Greenwood (2018), Management Science B. Greenwood, Agarwal, Agarwal, and Gopal (2019), Organization ScienceC. Burtch, Ghose, and Wattal (2013), Information Systems Research D. Greenwood and Wattal (2017), MIS Quarterly Level 15 Question: In Kellogg, Valentine, and Christin's "Algorithms at Work: The New Contested Terrain of Control" framework, which set correctly names the six mechanisms of algorithmic control? A. Restricting, recommending, recording, rating, replacing, rewarding B. Ranking, routing, recording, rewarding, reviewing, removing C. Restricting, routing, reviewing, ranking, replacing, rewarding D. Recommending, recording, rating, regulating, replacing, remunerating

In this episode of the Cybersecurity at ViVE series on The Beat Podcast, host Sandy Vance sits down with Chad Alessi, Managing Director of Cybersecurity at CTG, for a wide-ranging conversation about what it really takes to protect healthcare organizations in today's threat landscape. With a background spanning chemical engineering, the U.S. Marines, energy sector Operational Technology security, and IT consulting, Chad brings a unique cross-industry perspective to healthcare cybersecurity. From the difference between cybersecurity and cyber resilience to the rise of AI-powered attacks, this episode is packed with practical insights for healthcare leaders who want to stay ahead of what is coming. In this episode, they talk about how: Cyber resilience focuses on operational continuity when an attack happens, not just prevention Breaches resolved within 200 days can save organizations over $1 million Bad actors often sit idle inside networks for months, collecting data before launching an attack Baseline requirements are identity-first security, including multi-factor authentication (MFA) and privileged access management Human-only Security Operations Center (SOC) models are too slow to keep up with today's automated, AI-powered attacks CTG uses Microsoft's Unified Security Operations (SecOps) platform to eliminate tool sprawl and improve response time Zero-trust architecture is expanding from department-level to enterprise-wide in healthcare New HIPAA regulations now require provable network segmentation for legacy medical devices AI-assisted security operations will continue to grow in the next few years A Little About Chad: As CTG's Managing Director of Cybersecurity, Chad Alessi leverages decades of experience in technology, cybersecurity, and operational strategy across enterprise and mid-market sectors to meet the evolving cybersecurity needs of clients in the U.S. During his time in IT consulting, Chad was instrumental in driving IT transformation in the company's regulated pipeline and gas processing business units. He holds a BS in Chemical Engineering, an MBA from the University of Alabama, an MS in Information Systems with a concentration in Information Security from Syracuse University, and post-graduate certifications in leadership, full stack development, cybersecurity, and cloud computing. Chad is known for his strong work ethic, integrity, resourcefulness, and service-based leadership, which he attributes to his time in the U.S. Marine Corps.

Good day ladies and gentlemen, this is IRC news, and I am Joy Stephen, an authorized Canadian Immigration practitioner bringing out this Canada Work Permit application data specific to LMIA work permits or employer driven work permits or LMIA exempt work permits for multiple years based on your country of Citizenship. I am coming to you from the Polinsys studios in Cambridge, OntarioNova Scotia issued work permits between 2015 and 2024 for Information systems analysts and consultants under the former 4 digit NOC code 2171, currently referred to as NOC 21220.A senior Immigration counsel may use this data to strategize an SAPR program for clients. More details about SAPR can be found at https://ircnews.ca/sapr. Details including DATA table can be seen at https://polinsys.co/dIf you have an interest in gaining assistance with Work Permits based on your country of Citizenship, or should you require guidance post-selection, we extend a warm invitation to connect with us via https://myar.me/c. We strongly recommend attending our complimentary Zoom resource meetings conducted every Thursday. We kindly request you to carefully review the available resources. Subsequently, should any queries arise, our team of Canadian Authorized Representatives is readily available to address your concerns during the weekly AR's Q&A session held on Fridays. You can find the details for both these meetings at https://myar.me/zoom. Our dedicated team is committed to providing you with professional assistance in navigating the immigration process. Additionally, IRCNews offers valuable insights on selecting a qualified representative to advocate on your behalf with the Canadian Federal or Provincial governments, accessible at https://ircnews.ca/consultant.Support the show

Paradyn, one of Ireland's leading cybersecurity and managed service providers, today announces that it is delivering a managed detection and response (MDR) solution to Kildare County Council which will support the secure rollout of critical public services. As the volume of cyber threats continues to grow, Kildare County Council needed to enhance and futureproof detection and protection levels across its entire organisation. Paradyn was chosen to deliver a new MDR solution, based on Sophos technology, which will leverage artificial intelligence (AI) tools to improve Kildare County Council's ability to detect, respond to, and prevent cyber risks. Minimising business disruption, the Sophos MDR solution will integrate seamlessly into Kildare County Council's existing IT environment. Round-the-clock monitoring from Sophos' security operations centre, backed up by Paradyn's skilled teams, will secure operations, strengthen cyber resilience, and optimise IT resources for the council. The service will also boost compliance for the organisation in a changing regulatory landscape. This advanced cybersecurity portfolio will, in turn, protect sensitive data for Kildare's nearly 250,000 citizens and foster increased public trust as the council continues to deliver essential public services. It will also help to support the secure rollout of services including housing, roads, urban planning, and culture across the county. Paradyn was recently named a Sophos Platinum Partner – the highest partner accreditation – for its expertise in delivering cutting-edge cybersecurity solutions to customers built on Sophos technology. Rory Hopkins, Head of Information Systems, Kildare County Council, said: "It's crucial that our cybersecurity processes protect and optimise our vital resources, and this new service is leading to a more secure, resilient, and efficient operation. It ultimately contributes to a safer and more secure experience for all who engage with our services. We have worked with Paradyn on previous IT and security projects and knew that the team was best placed to deliver on this next phase. We look forward to continuing to innovate, safe in the knowledge that our systems are protected." Fergal Meehan, Chief Commercial Officer, Paradyn, said: "In the face of increasingly sophisticated cyber risks, this solution will enhance the overall cybersecurity posture for Kildare County Council. Our Sophos MDR service consolidates cybersecurity tools and products into one managed service with proactive monitoring by our highly skilled team of cyber analysts, even outside of traditional office hours. It provides peace of mind for the council as it continues to deliver essential services to the people of Kildare." See more stories here. More about Irish Tech News Irish Tech News are Ireland's No. 1 Online Tech Publication and often Ireland's No.1 Tech Podcast too. You can find hundreds of fantastic previous episodes and subscribe using whatever platform you like via our Anchor.fm page here: https://anchor.fm/irish-tech-news If you'd like to be featured in an upcoming Podcast email us at Simon@IrishTechNews.ie now to discuss. Irish Tech News have a range of services available to help promote your business. Why not drop us a line at Info@IrishTechNews.ie now to find out more about how we can help you reach our audience. You can also find and follow us on Twitter, LinkedIn, Facebook, Instagram, TikTok and Snapchat.

Journals play an important role for academics. They disseminate new knowledge and separate good from bad research. They also signal competencies, reputation, and standing. Publishing in certain journals often means your work is more rigorous. It may also mean your work is more visible and gets cited more often. Plus, having your work appear in certain journals can be an important prerequisite for career advancement and it can literally affect your salary. Yet of course, these different functions can be evaluated in different ways. Not all journals score equally high or low on all these different aspects. Determining which journal is "good" or "top" becomes a complicated multidimensional riddle. We decided to ask Jason Thatcher. He is one of the most prolific authors of journal papers our field has ever seen and he has served as reviewer or editors on most if not all of them. We try to develop a simple 2x2 decision tool that helps authors identify journals that are both rigorous and prestigious, that are good for the research we do and good for our careers as well. References AIS College of Senior Scholars. (2023). Senior Scholars' List of Premier Journals. Association for Information Systems, https://aisnet.org/page/SeniorScholarListofPremierJournals. Lowry, P. B., Moody, G. D., Gaskin, J., Galletta, D. F., Humpherys, S. L., Barlow, J. B., & Wilson, D. W. (2014). Evaluating Journal Quality and the Association for Information Systems Senior Scholars' Journal Basket Via Bibliometric Measures: Do Expert Journal Assessments Add Value? MIS Quarterly, 37(4), 993–1012. Dennis, A. R., Valacich, J. S., Fuller, M. A., & Schneider, C. (2006). Research Standards for Promotion and Tenure in Information Systems. MIS Quarterly, 30(1), 1–12. Abbasi, A., Parsons, J., Pant, G., Liu Sheng, O. R., & Sarker, S. (2024). Pathways for Design Research on Artificial Intelligence. Information Systems Research, 35(2), 441–459. Rai, A. (2017). Editor's Comments: Seeing the Forest for the Trees. MIS Quarterly, 41(4), iii–vii. Recker, J. (2020). Reflections of a Retiring Editor-in-Chief. Communications of the Association for Information Systems, 46(32), 751–761. Agarwal, R., & Lucas Jr., H. C. (2005). The Information Systems Identity Crisis: Focusing on High-Visibility and High-Impact Research. MIS Quarterly, 29(3), 381–398. Applegate, L., & King, J. L. (1999). Rigor and Relevance: Careers on the Line. MIS Quarterly, 23(1), 17–18. Rai, A. (2017). Editor's Comments: Avoiding Type III Errors: Formulating IS Research Problems that Matter. MIS Quarterly, 41(2), iii–vii.

Joe is joined by Dr Jim Buckley, Principal Investigator at Lero and a Professor in the Department of Computer Science & Information Systems at UL, to discuss the future of AI software code in academia.Image via Getty. Hosted on Acast. See acast.com/privacy for more information.

They used to be known as personal assistants, now you can just get an AI agent to plan your day, answer your emails and organise your life. But what are the risks around handing over control of your data, messages and payment methods to the latest wave of artificial intelligence tools?Today, computer security expert at Melbourne University Shaanan Cohney on how AI agents work and how close we are to AI taking our jobs. Featured: Dr Shaanan Cohney, Senior Lecturer in Cyber Security and Deputy Head for the School of Computing and Information Systems at the University of Melbourne

If you've ever felt like no matter how much you do for your family, it's still not enough, this episode is for you. Dr. Allison Alford, who holds a PhD in Communication Studies with a concentration in Interpersonal Communication from The University of Texas at Austin, is here to name the invisible labor so many daughters carry, and help us explore how to untangle our worth from sacrifice and reclaim what healthy daughtering can look like. In this episode, you'll learn: The four types of daughtering work: doing, feeling, thinking, and being Why emotional labor with family can quietly drain your energy and reserves How to shift from obligation to choice in your role as a daughter A step-by-step approach to setting boundaries without immediately creating conflict How to define your own "rubric" for what being a good daughter means About the guest: Allison Alford is a clinical associate professor in the Department of Information Systems and Business Analytics. She holds a PhD in Communication Studies with a concentration in Interpersonal Communication from The University of Texas at Austin. Alford has 17 years' experience teaching university courses and her specialties are value propositions, conflict resolution techniques, teamwork, meeting facilitation and people-skills for leaders. Alford is active in the Association for Business Communication and National Communication Association. Connect with Dr. Allison Alford: Book: Good Daughtering: The Work You've Always Done, the Credit You've Never Gotten, and How to Finally Feel Like Enough: https://www.amazon.com/Good-Daughtering-Always-Credit-Finally/dp/0063436426 Website: https://daughtering101.com/ Instagram: https://www.instagram.com/daughtering101/ TikTok: https://www.tiktok.com/@daughtering101 Facebook: https://www.facebook.com/people/Daughtering101/61564467700155/ LinkedIn: https://www.linkedin.com/in/allisonalford/   00:00 Feeling Like You're Never Doing Enough for Your Family 00:54 Meet Dr. Allison Alford + What "Daughtering" Means 03:36 How Daughtering Changes in Adulthood (and Why It Stays Invisible) 07:40 Family Scripts, Unspoken Rules, and Why Patterns Feel Hard to Break 10:15 Why She Researched Daughtering: The Origin Story + 10 Years of Interviews 13:12 What Women Say Daughtering Is: Hosting, Protecting Feelings, and Not Feeling Seen 16:56 The 4 Types of Daughtering Work: Doing, Feeling, Thinking, Being 23:57 From Obligation to Choice: Making the Invisible Visible and Recalibrating 25:32 Start With 'Narrating' Before You Set Boundaries 28:31 From Awareness to Action: Asking for What You Want 30:01 Who This Advice Is For (and When to Get Extra Help) 31:25 The 'Family CEO' Role: Invisible Labor, Real Value 34:30 Perfectionism & 'Never Enough': Create Your Daughtering Rubric 37:03 Plant the Flag: Beta-Test New Limits Without Guilt 39:25 New Traditions That Fit Your Life (Not Just the Default) 42:46 About the Book + Why This Work Matters for Future Generations 46:16 Where to Find More + Final Takeaways ——————— Calmly Coping is a self-improvement podcast for high achievers who struggle with high-functioning anxiety to help you feel more calm, balanced, and confident from within. ———————

Let's say we are unethical people, trying to get ahead in academia and gain accolades for the sake of promotion and income and so forth. In an age where artificial intelligence and LLMs are entering the academic enterprise, has "cheating" changed? Are there new ways of fabricating, fudging, cooking, trimming, and lying about your data, your insights, and your writing? Do we cheat the way we've always cheated, just more effectively and efficiently? Or do we not actually cheat but merely change the rules and norms of scholarship? Tune in and find out. References Noblit, G. W., & Hare, R. D. (1988). Meta-Ethnography: Synthesising Qualitative Studies. Sage. Locke, K. D., & Golden-Biddle, K. (1997). Constructing Opportunities for Contribution: Structuring Intertextual Coherence and "Problematizing" in Organizational Studies. Academy of Management Journal, 40(5), 1023–1062. Recker, J. (2026). The Only Constant is Change: CAIS and the Ever-Evolving World of IS Research and Practice. Communications of the Association for Information Systems, 57, forthcoming. Shu, L. L., Mazar, N., Gino, F., Ariely, D., & Bazerman, M. H. (2012). RETRACTED: Signing at the Beginning Makes Ethics Salient and Decreases Dishonest Self-Reports in Comparison to Signing at the End. Proceedings of the National Academy of Sciences, 109(38), 15197–15200. Wikipedia. (2025). Ulrich Lichtenthaler. https://en.wikipedia.org/wiki/Ulrich_Lichtenthaler. Kerr, N. L. (1998). HARKing: Hypothesizing After the Results are Known. Personality and Social Psychology Review, 2(3), 196–217. Andrade, C. (2021). HARKing, Cherry-Picking, P-Hacking, Fishing Expeditions, and Data Dredging and Mining as Questionable Research Practices. Journal of Clinical Psychiatry, 82(1), 20f13804. von Briel, F., Davidsson, P., & Recker, J. (2026). Why and How Societal Crises Give Rise to Extreme Growth Outliers: A Theory of External Enablement. Academy of Management Review, https://doi.org/10.5465/amr.2023.0072. Brodeur, A., Carrell, S., Figlio, D., & Lusher, L. (2023). Unpacking P-hacking and Publication Bias. American Economic Review, 113(11), 2974–3002. Dubner, S. J. (2026). If You're Not Cheating, You're Not Trying. Freakonomics Radio, Episode 662, https://freakonomics.com/podcast/if-youre-not-cheating-youre-not-trying/.

Are you in the sandwich season of raising a teen and caring for your aging parents?  Do you feel like there is so much going on that you hardly have any time for yourself? Today I have Dr Alison Alford on as we discuss this unique season of being a parent to growing children and meeting the needs for our elderly parents.   Allison Alford is a clinical associate professor in the Department of Information Systems and Business Analytics. She holds a PhD in Communication Studies with a concentration in Interpersonal Communication from The University of Texas at Austin. Alford has 17 years' experience teaching university courses and her specialties are value propositions, conflict resolution techniques, teamwork, meeting facilitation and people-skills for leaders. Alford is active in the Association for Business Communication and National Communication Association.   Alford owns and operates the coaching and consulting firm, Good Talk Communication Consulting. As a communication coach, Alford has worked with professionals and MBA students in the fields of engineering, tech, publishing, human resources, sales, finance and more. She believes anyone can improve their communication skills with effort and energy. You can find Dr Alison Alford here.   Are you looking for ways to communicate with your girl so she can start opening up to you? Do you want to understand why is it so hard to approach your girl? Are you stuck on how to approach your teenage daughter in conversation without her freaking out?   SIGN UP FOR TALK TO YOUR TEEN GIRL FRAMEWORK!!  A 6-WEEK JOURNEY TO SHIFT HOW YOU COMMUNICATE SO SHE CAN COME TO YOU!   You'll walk away with a deeper understanding the changes happening to your girl, Equipped in your new role as COACH in this teen stage, and establish better communication pathways to connect and grow closer with your daughter   Imagine if you and your daughter can finally have conversations at a level where she doesn't need to hide anything from you! Plus, you'll get to meet other mamas who are all in the same boat.... SIGN UP HERE!      You can find me here: Work with me: www.talktoyourteengirl.com Connect: hello@jeanniebaldomero.com Instagram:   https://www.instagram.com/raisingherconfidently Free mom support community: www.raisingherconfidently.com

ChatGPT has been a game-changer for education. Students now frequently use Generative Artificial Intelligence to complete assignments, but concern is growing about how this affects their academic integrity and critical thinking.Michelle Cheong is a Professor of Information Systems in Education at the Singapore Management University. By evaluating ChatGPT's performance in spreadsheet modelling, her latest research provides important insights into how educators can redesign student assessments to enhance learning at different cognitive levels.Read the original research: doi.org/10.1111/jcal.70035

In this episode, Steve Sutherland, Senior Vice President of Information Systems at CERIS, shares how AI and machine learning are reshaping payment integrity across the full claims lifecycle. He discusses the shift toward prepayment solutions, the importance of governance and data quality, and how leaders can balance automation with accuracy, fairness, and trust.This episode is spon sponsored by CERIS.

Podcast: ICS Cyber Talks PodcastEpisode: Idan Flek CCO & IT @Orot Energy - Managing cyber risk on critical infrastructure from the CxO viewPub date: 2026-02-04Get Podcast Transcript →powered by Listen411 - fast audio-to-text and summarizationניהול סייבר הוא הרבה דברים שהם מעבר להגנה, היכולת לעבוד מול כלל הגורמים בחברה ממשתמשי הקצה בנושא מודעות סייבר, דרך יצירת מרחב עבודה ושיתוף פעולה של גורמי מקצוע האחרים כגון: ניהול סיכונים, המחלקה המשפטית, מערכות המידע והרשימה עוד ארוכה. כול זה עוד לפני הצורך לתת מענה להיבטים העסקיים ועבודה שוטפת מול הנהלה ודירקטוריון. הפעם בקשתי לפתוח את נושא ההנהלה בצורה רחבה יותר, מה קורה שאתה מקבל/לוקח עליך כסמנכ"ל את האחריות הניהולית למערכות המידע של החברה וכפל כפלים בחברה שהיא תשתיות קריטיות תחת רגולציות קשיחות. נחשון פינקו מארח את עידן פלק סמנכ"ל הסחר ומערכות המידע של קבוצת אורות אנרגיה בשיחה על ראיית המנהל לאחר שנתיים וחצי מאז שלקח על עצמו את האחריות למערכות המידע ללא שום ידע בתחום. ההתמודדות עם מלחמה שהאתרי הייצור של החברה הם מטרה ברורה לתקיפה פיזית וקיברנטית. ניהול סיכונים בנית צוות העבודה במסגרת ההנהלה הבכירה והדירקטוריון גיבוש תקציב תחת "שמיכה קצרה" וסדר עדיפויות ועוד Cyber management is about much more than just protection. It's the ability to work with every entity in the company, from end-users on cyber awareness to creating a collaborative workspace with other professionals, such as risk management, legal, IT, and more. All of this is even before addressing business aspects and ongoing work with senior management and the Board of Directors This time, I wanted to explore the management aspect more broadly: what happens when you, as a VP, take on the administrative responsibility for the company's information systems, especially in a critical infrastructure company under strict regulation Nachshon Pincu hosts Idan Flek, VP Chief Commercial Officer and Information Systems at the Orot Energy Group, for a conversation from a manager's perspective, two and a half years after taking on IT responsibilities with no prior knowledge of the field. Dealing with a war where the company's production sites are clear targets for physical and cyber attacks Risk management Building a team Prioritizing cyber within senior management and the Board formulating a budget under a 'short blanket' and shifting priorities and moreThe podcast and artwork embedded on this page are from Nachshon Pincu, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

In 2026, everything is different. AI is scaling both research and publishing productivity. Impact factors no longer matter. Big name journal publishers launch offspring journals with little credentials other than the brand. How should we make sense of all this to figure out which journals are really important to our field? It is time for a new, rigorous ranking of IS journals. Problem is, we cannot really agree on our ranks and our reasons. You need to help us: give us your top ten ranking of IS journals with your reasoning. Together, we can find out what is best for our field going forward. References Seidel, S., Berente, N., Guo, H., Oh, W. (2026): Ethics, Regulation, and Policy: The Challenge to Institutions in the Digital Age. MIS Quarterly Special Issue, https://misq.umn.edu/pages/call_for_papers_ethics_and_regulations. Saunders, C., Brown, S. A., Bygstad, B., Dennis, A. R., Ferran, C., Galletta, D. F., Liang, T.-P., Lowry, P. B., Recker, J., & Sarker, S. (2017). Goals, Values, and Expectations of the AIS Family of Journals. Journal of the Association for Information Systems, 18(9), 633–647. Riemer, K., Peter, S., Schwabe, G., Chatterjee, S., Adam, M., & Davison, R. M. (2026). Generative AI is Neither Just Another IT Artifact Nor a Colleague: Methodological Guidance for IS Scholarship. Information Systems Journal, 36(2), https://doi.org/10.1111/isj.70027. Rai, A. (2016). Editor's Comments: The MIS Quarterly Trifecta: Impact, Range, Speed. MIS Quarterly, 40(1), iii–x. Berente, N., Seidel, S., & Safadi, H. (2019). Data-Driven Computationally-Intensive Theory Development. Information Systems Research, 30(1), 50–64. Recker, J. (2026). The Only Constant is Change: CAIS and the Ever-Evolving World of IS Research and Practice. Communications of the Association for Information Systems, 57, forthcoming. Watson, H. J. (2009). Tutorial: Business Intelligence - Past, Present, and Future. Communications of the Association for Information Systems, 25(39), 487–510. Loeser, F., Recker, J., vom Brocke, J., Molla, A., & Zarnekow, R. (2017). How IT Executives Create Organizational Benefits by Translating Environmental Strategies into Green IS Initiatives. Information Systems Journal, 27(4), 503–553. Chau, M., Saunders, C., Chin, W., Recker, J., & Schwarz, A. (2025). 2025 Senior Scholars Journal Review Quality Survey. Association for Information Systems, https://aisnet.org/page/2025SeniorScholarSurvey.

ניהול סייבר הוא הרבה דברים שהם מעבר להגנה, היכולת לעבוד מול כלל הגורמים בחברה ממשתמשי הקצה בנושא מודעות סייבר, דרך יצירת מרחב עבודה ושיתוף פעולה של גורמי מקצוע האחרים כגון: ניהול סיכונים, המחלקה המשפטית, מערכות המידע והרשימה עוד ארוכה. כול זה עוד לפני הצורך לתת מענה להיבטים העסקיים ועבודה שוטפת מול הנהלה ודירקטוריון. הפעם בקשתי לפתוח את נושא ההנהלה בצורה רחבה יותר, מה קורה שאתה מקבל/לוקח עליך כסמנכ"ל את האחריות הניהולית למערכות המידע של החברה וכפל כפלים בחברה שהיא תשתיות קריטיות תחת רגולציות קשיחות. נחשון פינקו מארח את עידן פלק סמנכ"ל הסחר ומערכות המידע של קבוצת אורות אנרגיה בשיחה על ראיית המנהל לאחר שנתיים וחצי מאז שלקח על עצמו את האחריות למערכות המידע ללא שום ידע בתחום. ההתמודדות עם מלחמה שהאתרי הייצור של החברה הם מטרה ברורה לתקיפה פיזית וקיברנטית. ניהול סיכונים בנית צוות העבודה במסגרת ההנהלה הבכירה והדירקטוריון גיבוש תקציב תחת "שמיכה קצרה" וסדר עדיפויות ועוד Cyber management is about much more than just protection. It's the ability to work with every entity in the company, from end-users on cyber awareness to creating a collaborative workspace with other professionals, such as risk management, legal, IT, and more. All of this is even before addressing business aspects and ongoing work with senior management and the Board of Directors This time, I wanted to explore the management aspect more broadly: what happens when you, as a VP, take on the administrative responsibility for the company's information systems, especially in a critical infrastructure company under strict regulation Nachshon Pincu hosts Idan Flek, VP Chief Commercial Officer and Information Systems at the Orot Energy Group, for a conversation from a manager's perspective, two and a half years after taking on IT responsibilities with no prior knowledge of the field. Dealing with a war where the company's production sites are clear targets for physical and cyber attacks Risk management Building a team Prioritizing cyber within senior management and the Board formulating a budget under a 'short blanket' and shifting priorities and more

In the last decade, the computational power of AI has grown exponentially – doubling every six months since 2010 for some well-known tools. This, in tandem with more sophisticated machine learning models and increases in available data, has opened up possibilities for research and discovery that would have been unthinkable even a few years ago. But most academics are relatively new to using AI and thus have a long way to go to understand its many potential applications. Something that comes more naturally to some than to others. To find out how researchers can get the most out of AI tools while managing the associated risks, this week, we speak to a leading computer scientist who has been developing AI tools for research for more than 20 years. Karin Verspoor is dean of the School of Computing Technologies at RMIT University in Melbourne, Australia. Her research focuses on the use of AI to support biological discovery and clinical decision making by analysing biomedical text and clinical records. She has held previous posts as director of health technologies and deputy head of the School of Computing and Information Systems at the University of Melbourne, as the scientific director of health and life sciences at NICTA Victoria Research Laboratory. Listen to Karin's take on the good, the bad and the best way forward for AI in academic research. And if you want more practical advice and insight on how to best apply GenAI to augment your own research, check out our latest spotlight guide: GenAI as a research assistant.

In this episode, Donna and Tom sit down with Joe Morrissey, President of Groendyke Transport, Inc., to explore the evolving landscape of trucking and logistics. Joe shares insights from his 40+ years in the industry, discussing the critical challenges facing transportation today, from driver retention and operational costs to technological integration. Drawing from his extensive career across marquee companies, Joe emphasizes the power of mentorship and authentic leadership in building high-trust cultures that drive operational excellence. He offers practical advice for navigating industry volatility while maintaining agility in high-pressure environments. Joe also discusses his work with the Florida Trucking Association and the importance of advocacy in shaping the future of transportation. Whether you're a seasoned executive or aspiring professional, Joe's perspective provides invaluable guidance for leading in today's dynamic supply chain landscape. Takeaways: Navigating the primary challenges of the modern trucking industry Leadership strategies for building trust and operational agility The impact of mentorship on career development Career advice for the next generation of logistics professionals Stay connected with CSCR on LinkedIn (Center for Supply Chain Research) and Instagram (@pennstatesupplychain), and be sure to follow us on Spotify, Apple Podcasts, or wherever you are tuning into Unpacked: Insights hosted by the Penn State Smeal Center for Supply Chain Research™. Thank you for joining us!  Visit our website: https://www.smeal.psu.edu/cscr  Guest Bio: Joe Morrissey is President of Groendyke Transport, Inc., a well-respected 93 year old bulk trucking company based in Enid, OK, and Vice Chairman of the Florida Trucking Association, a premier state trucking association. With more than 40 years of domestic and international experience, Joe has led across transportation and logistics, chemical, and technology companies, with a career-long focus on strategic sourcing, supply chain optimization, and delivering exceptional value through operational excellence.  An accomplished senior executive, Joe brings hands-on leadership experience spanning sales and marketing, service delivery, operations, safety, strategic planning, logistics, and procurement. Prior to joining Groendyke, he held senior leadership roles including President and CEO of CTL Transportation, Vice President of Commercial Services at Schneider National Bulk Carriers, and executive positions with ChemConnect (now Intercontinental Exchange), RubberNetwork (now Elemica), and Chemical Leaman Tank Lines (now Quality Carriers).  A Philadelphia area native, Joe's career has taken him to 7 states, and he is currently primarily based in Tampa. Joe is a proud graduate of Penn State University holding a Bachelor of Science degree in Supply Chain and Information Systems. He also earned a Master of Business Administration degree from Wilmington (DE) University.

In this episode, Steve Sutherland, Senior Vice President of Information Systems at CERIS, shares how AI and machine learning are reshaping payment integrity across the full claims lifecycle. He discusses the shift toward prepayment solutions, the importance of governance and data quality, and how leaders can balance automation with accuracy, fairness, and trust.This episode is sponsored by CERIS.

This is one of my favorite conversations that I wanted to replay this week. If you are in any post sales Customer Success, or Account Management world, you have most likely heard of this week's guest. This week's guest started his journey studying Information Systems and Software Engineering before making the shift into Professional Services, Support, and Customer Success. At the time of recording, he was an Executive VP of Corporate Market and Chief Customer Officer at Higher Logic. Now, he is the CEO of Balboa Solutions, where they help their clients maximize the value of the Pendo platform to power adoption, enablement, and user analytics.This week's guest is the heart of Mount Pleasant, South Carolina, Mr. Jay Nathan. In this week's episode, we discussed:Customer Centric MindsetNatural Curiosity For CustomersLessons From Duke Energy (Large Enterprises and Heavy Process)The Start of The Largest CS CommunityUsing Your Own ProductMuch More! Please enjoy this week's episode with Jay Nathan.____________________________________________________________________________I am now in the early stages of writing my first book! In this book, I will be telling my story of getting into sales and the lessons I have learned so far, and intertwine stories, tips, and advice from the Top Sales Professionals In The World! As a first time author, I want to share these interviews with you all, and take you on this book writing journey with me! Like the show? Subscribe to the email: https://mailchi.mp/a71e58dacffb/welcome-to-the-20-podcast-communityI want your feedback!Reach out to 20percentpodcastquestions@gmail.com, or find me on LinkedIn

Good day ladies and gentlemen, this is IRC news, and I am Joy Stephen, an authorized Canadian Immigration practitioner bringing out this Canada Work Permit application data specific to LMIA work permits or employer driven work permits or LMIA exempt work permits for multiple years based on your country of Citizenship. I am coming to you from the Polinsys studios in Cambridge, OntarioNew Brunswick issued work permits between 2015 and 2024 for Information systems testing technicians under the former 4 digit NOC code 2283, currently referred to as NOC 22222.A senior Immigration counsel may use this data to strategize an SAPR program for clients. More details about SAPR can be found at https://ircnews.ca/sapr. Details including DATA table can be seen at https://polinsys.co/dIf you have an interest in gaining assistance with Work Permits based on your country of Citizenship, or should you require guidance post-selection, we extend a warm invitation to connect with us via https://myar.me/c. We strongly recommend attending our complimentary Zoom resource meetings conducted every Thursday. We kindly request you to carefully review the available resources. Subsequently, should any queries arise, our team of Canadian Authorized Representatives is readily available to address your concerns during the weekly AR's Q&A session held on Fridays. You can find the details for both these meetings at https://myar.me/zoom. Our dedicated team is committed to providing you with professional assistance in navigating the immigration process. Additionally, IRCNews offers valuable insights on selecting a qualified representative to advocate on your behalf with the Canadian Federal or Provincial governments, accessible at https://ircnews.ca/consultant.Support the show

Can your ERP really turn sustainability from a reporting headache into a competitive advantage? Discover how better data, AI, and cloud ERP help companies move from sustainability slogans to embedded, measurable business value across their supply chains.=====This episode of The Future of ERP explores how companies can turn sustainability into a core business capability by using robust data foundations, cloud ERP, and closer collaboration across their value chains. Deloitte partner Brian Jobe, carbon accounting lead and SAP sustainability lead, explains why almost every sustainability challenge ultimately comes down to the quality, granularity, and reliability of enterprise data. He compares global regulatory frameworks and highlights how emerging harmonization will shape what “good” looks like for sustainability reporting across industries and regions.The conversation dives into the pivotal role of cloud ERP and supply chain solutions in providing near real-time insight, especially for scope 3 emissions, traceability, and responsible sourcing beyond the four walls of the enterprise. Brian shares best practices on engaging suppliers, embedding sustainability into procurement, finance, operations, and investor relations, and using AI to turn data into actionable insights - once the data foundation is in place. The episode closes with a clear vision for the future of ERP, where sustainability KPIs sit inside everyday management dashboards rather than in a separate “green” silo, and listeners are invited to follow the podcast for more practical conversations like this.⁠⁠Download Episode Transcript⁠⁠Useful Links:⁠SAP Cloud ERP⁠⁠Deloitte⁠Follow Us on Social Media!⁠⁠SAP Cloud ERP - LinkedIn⁠⁠=====Guest: Brian Jobe, Lead for SAP Sustainability at DeloitteBrian is Deloitte's lead for SAP Sustainability, focused on identifying opportunities to drive business value through sustainability offerings across our global network.  Brian is also the Carbon Accounting leader for the US, focused on supporting clients on their journey to implementing and operationalizing data, processes, and technology to address the regulatory and market-based pressures related to sustainability.  In these dual roles, Brian has a unique perspective on how SAP can be leveraged for sustainability outcomes. Brian has more than 25 years of experience in providing data strategy, reporting process, controls, and governance services, primarily to clients in the  life sciences and health care sectors.  He also works with many of Deloitte's largest audit clients on a technical consultation basis relating to complex accounting matters. He holds a Bachelors of Science in Economics with concentrations in Accounting and Information Systems from the Wharton School of the University of Pennsylvania. He is licensed as a CPA in New York and New Jersey, and is a member of the AICPA.Host: Richard Howells, SAPRichard Howells has been working in the Supply Chain Management and Manufacturing space for over 30 years. He is responsible for driving the thought leadership and awareness of SAP's ERP, Finance, and Supply Chain solutions and is an active writer, podcaster, and thought leader on the topics of supply chain, Industry 4.0, digitization, and sustainability.Follow Richard Howell on ⁠⁠LinkedIn⁠⁠ and ⁠⁠X⁠⁠=====Key Topics: sustainability, cloud ERP, data, carbon accounting, scope 3, supply chain, AI, regulations, procurement, Deloitte

Good day ladies and gentlemen, this is IRC news, and I am Joy Stephen, an authorized Canadian Immigration practitioner bringing out this Canada Work Permit application data specific to LMIA work permits or employer driven work permits or LMIA exempt work permits for multiple years based on your country of Citizenship. I am coming to you from the Polinsys studios in Cambridge, OntarioNew Brunswick issued work permits between 2015 and 2024 for Computer and information systems managers under the former 4 digit NOC code 0213, currently referred to as NOC 20012.A senior Immigration counsel may use this data to strategize an SAPR program for clients. More details about SAPR can be found at https://ircnews.ca/sapr. Details including DATA table can be seen at https://polinsys.co/dIf you have an interest in gaining assistance with Work Permits based on your country of Citizenship, or should you require guidance post-selection, we extend a warm invitation to connect with us via https://myar.me/c. We strongly recommend attending our complimentary Zoom resource meetings conducted every Thursday. We kindly request you to carefully review the available resources. Subsequently, should any queries arise, our team of Canadian Authorized Representatives is readily available to address your concerns during the weekly AR's Q&A session held on Fridays. You can find the details for both these meetings at https://myar.me/zoom. Our dedicated team is committed to providing you with professional assistance in navigating the immigration process. Additionally, IRCNews offers valuable insights on selecting a qualified representative to advocate on your behalf with the Canadian Federal or Provincial governments, accessible at https://ircnews.ca/consultant.Support the show

Forecasts on the arrival time for quantum computing vary greatly – from "it will be here in a decade" to "it's already here." There is consensus on the fact that it's coming, and when it does, it will change the way we build and protect networks in space. In this episode of our Future Space Economy webcast series, we're joined by experts in the field to help understand how quantum computing and quantum encryption will most likely work according to the research that is being conducted today. This episode covers the concept and definition of quantum resiliency and how that will be determined in an unknown future. Experts also discuss what quantum computing could accomplish in space if these powerful systems are able to survive the harsh environment. This is hosted by Jeffrey Hill, executive editor of Via Satellite and features Capella Space CEO Frank Backes and Joe Touch, principal scientist in the Information Systems and Cyber Division of The Aerospace Corporation. This is the last episode of On Orbit for 2025. See you next year! 

How can advertisers win attention? Siddharth Bhattacharya, assistant professor in the information systems and operations management area at the Costello College of Business at George Mason University, takes an in-depth look to find out. Siddharth Bhattacharya is an assistant professor in the Information Systems and Operations Management Area at the Costello College of Business, George […]

As usual in the final episode of the year, we hand out three awards for what we think are some of the finest pieces of information systems scholarship produced this year. Except that this time, we are live at the International Conference on Information Systems in Nashville, Tennessee, in a room packed with our listeners. While this means the quality of the audio of our recording is not so great, the quality of the papers we honor this year is. And with a room full of laughter celebrating great information systems scholarship, we end the year on a high note. Congratulations to Stefan, Christoph, and Jan for winning the Trailblazing Research Award, John and Prasanna for winning the Elegant Scholarship Award, and Yanzhen, Huaxia and Andrew for winning the Innovative Method Award 2025. References Lowry, M. R. L., Vance, A., & Vance, M. D. (2025). Inexpert Supervision: Field Evidence on Boards' Oversight of Cybersecurity. Management Science, https://doi.org/10.1287/mnsc.2023.04147. Porra, J., Hirschheim, R., Land, F., & Lyytinen, K. (2025). Seventy Years of Information Systems Development Methodologies from Early Business Computing to the Agile Era: A Two-part History. Part 1: From Pre to Early ISD Methodology Era: The Emergence of ISD Methodologies and Their Golden Era (1880–1980). Journal of Information Technology, 40(4), 441-469. Porra, J., Hirschheim, R., Land, F., & Lyytinen, K. (2025). Seventy Years of Information Systems Development Methodologies from Early Business Computing to the Agile Era: A Two-part History. Part 2: Later ISD to Early Post ISD Methodology Era: Adapting to Accelerated Context Expansion (1980–today). Journal of Information Technology, 40(4), 470-498. Abbasi, A., Somanchi, S., & Kelley, K. (2025). The Critical Challenge of using Large-scale Digital Experiment Platforms for Scientific Discovery. MIS Quarterly, 49(1), 1-28. Storey, V. C., Baskerville, R. L., & Kaul, M. (2025). Reliability in Design Science Research. Information Systems Journal, 35(3), 984-1014. Larsen, K. R., Lukyanenko, R., Mueller, R. M., Storey, V. C., Parsons, J., VanderMeer, D. E., & Hovorka, D. S. (2025). Validity in Design Science. MIS Quarterly, 49(4), 1267-1294. Vance, A., Eargle, D., Kirwan, C. B., Anderson, B. B., & Jenkins, J. L. (2025). The Fog of Warnings: How Non-Security-Related Notifications Diminish the Efficacy of Security Warnings. MIS Quarterly, 49(4), 1357–1384. Baiyere, A., Bauer, J. M., Constantiou, I., & Hardt, D. (2025). Fake News and True News Assessment: The Persuasive Effect of Discursive Evidence in Judging Veracity. MIS Quarterly, 49(3), 823-860. Seidel, S., Frick, C. J., & vom Brocke, J. (2025). Regulating Emerging Technologies: Prospective Sensemaking through Abstraction and Elaboration. MIS Quarterly, 49(1), 179-204. Burton-Jones, A., Boh, W., Oborn, E., & Padmanabhan, B. (2021). Advancing Research Transparency at MIS Quarterly: A Pluralistic Approach. MIS Quarterly, 45(2), iii-xviii. Horton, J. J., & Tambe, P. (2025). The Death of a Technical Skill. Information Systems Research, 36(3), 1799-1820. Chen, Y., Rui, H., & Whinston, A. B. (2025). Conversation Analytics: Can Machines Read Between the Lines in Real-Time Strategic Conversations? Information Systems Research, 36(1), 440-455. Grisold, T., Berente, N., & Seidel, S. (2025). Guardrails for Human-AI Ecologies: A Design Theory for Managing Norm-Based Coordination. MIS Quarterly, 49(4), 1239-1266. Clark, A. (2015). Surfing Uncertainty: Prediction, Action, and the Embodied Mind. Oxford University Press. Recker, J. (2021). Scientific Research in Information Systems: A Beginner's Guide (2nd ed.). Springer. Hirschheim, R., & Klein, H. K. (2012). A Glorious and Not-So-Short History of the Information Systems Field. Journal of the Association for Information Systems, 13(4), 188-235.

Chad Whyte, Executive Vice President, Supply Chain at Utz Brands, Inc. In this episode, Donna and Tom sit down with Chad Whyte, Executive Vice President of Supply Chain at Utz Brands, Inc. to discuss his career journey and the evolution of supply chain management in the consumables industry. Chad shares how his Penn State education prepared him for leadership, the challenges facing modern supply chains, and strategies for building agility and resilience in today's dynamic landscape. He provides insight into Utz's new state-of-the-art logistics center and how it's advancing supply chain efficiency, while also offering valuable perspectives on workforce development and student preparedness. Listeners will gain practical advice on supply chain flexibility, the importance of cross-functional expertise, and Chad's guiding principles for career success.  Takeaways:  Career progression from Penn State to Executive VP of Supply Chain  Challenges and opportunities in consumables supply chain management  Building agile and resilient supply chains in a changing landscape  Utz's state-of-the-art logistics center and its impact on efficiency  Stay connected with CSCR on LinkedIn (Center for Supply Chain Research) and Instagram (@pennstatesupplychain), and be sure to follow us on Spotify, Apple Podcasts, or wherever you are tuning into Unpacked: Insights hosted by the Penn State Smeal Center for Supply Chain Research™. Thank you for joining us!  Visit our website: https://www.smeal.psu.edu/cscr  Guest Bio:  Chad Whyte was appointed to Executive Vice President, Supply Chain for Utz Brands, Inc. in June 2022. As EVP, Supply Chain, he has responsibility for Procurement, Supply and Demand Planning, Distribution, Transportation and the Customer Logistics functions. Chad joined Utz in January 2022 as Senior Vice President, Supply Chain Planning and Logistics. He joined Utz with 25 years of experience in supply chain roles, most recently as President and Chief Executive Officer of Aloe Group, a consulting firm that has been working closely with Utz on several value creation initiatives. Prior to Aloe, Chad was Vice President, Supply Chain at Pinnacle Foods, where he was responsible for all transportation, warehousing and network optimization for a $3.5 billion revenue business. Prior to Pinnacle Foods, he was Senior Director, Logistics at Campbell Soup Company; Director, Logistics North America at Reckitt Benckiser; and Director, Supply Chain Planning at Church & Dwight Company.  Chad received a B.S. in Supply Chain and Information Systems, as well as an M.B.A., from The Pennsylvania State University. He was also an adjunct faculty member for Penn State's Executive Education Program on Achieving Supply Chain Transformation. 

In this episode, Joshua Wilda, MPA, Associate Vice President for Information Systems and Chief Information Digital Officer at University of Iowa Health Care, discusses his vision for advancing patient experience, strengthening cybersecurity, expanding telehealth, and building collaborative technology partnerships across Iowa.

We're back for more stories about the impact the David Eccles School of Business has on the lives and careers of our alums. In this episode, host Frances Johnson is joined by Justin Spangler and Diego Alvarez for a conversation about the power of making connections through the David Eccles Alumni Network. Frances talks to Justin and Diego about the start of their mentor/mentee relationship, as well as discussing some of the benefits of staying involved with the Eccles Alumni Network. Justin, an Information Systems graduate and current executive MBA student, serves as the chair of the David Eccles Alumni Network Board and is actively involved in mentoring students like Diego. Diego, a senior studying marketing and information systems, shares how his connection with Justin helped him secure a Google internship and offers insights on the value of building strong alumni ties. Both of them emphasize the importance of relationships, mentorship, and staying engaged with the alumni network to enhance career success and personal growth.Eccles Business Buzz is a production of the David Eccles School of Business and is produced by University.fm.Eccles Business Buzz is proud to be selected by FeedSpot as one of the Top 70 Business School podcasts on the web. Learn more at https://podcast.feedspot.com/us_business_school_podcasts. Episode Quotes:Diego reveals the mistake he made when connecting with alumni and what he's learned since[06:58] Diego Alvarez: Going back to my early college career, and especially when I met Justin my sophomore year, the idea of meeting alumni at the beginning was pretty intimidating, especially when you think about networking too, and reaching out to people and like, oh, what does that look like? What does that mean? But as I've gotten to meet so many great alumni, I've realized just how great of a resource they are and how many people are out there willing to speak to you, willing to help you out. And what I really appreciate about it is it connects the theory or skills that you learn in classes to your actual career work. [08:03] And in my experience, I admit this is a mistake I've done in the past too. I think people jump all the way to the end where it's like, "Hey, can I have a referral?" or "Hey, I'm applying for this position; can you help me out?" But starting to build those relationships now during your undergrad experience and not at the end of your undergrad experience is super valuable because, like both of you mentioned, it is a relationship, and if you just look at it as, "Oh, I just want that referral," or "I just want that extra push in a position that I'm applying for," I feel like you're missing out on the entire experience that you can have.How having Justin as a mentor helped Diego find direction as a first-generation college student[19:36] Diego Alvarez: Just the feedback and practice that I received with Justin was monumental [and] was huge for me. Being able to have that person to bounce ideas back and forth to practice. We did a few interview prep sessions. He really helped me learn how to kind of sell myself as an individual when it comes to, not just interviews, but the moment you meet someone, the moment you talk to someone. And that was huge. Just in making myself more personal, making myself a friendlier person just in general, but also with my career as well. So having that feedback was massive, and not having someone to bounce those ideas back with, honestly, it would've been like wandering around in the dark, not knowing, okay, is it working or not? And when I find out if it is working or if it's not working, I'm probably finding out once they're sending me an email saying, "Hey, we're going to move on with someone else," or, "Hey, we'd like to continue on." So having that feedback, having that input, was awesome. And then going back to that support, just having those people who are champion for you, who push for you, is awesome. Those people who remove barriers for you has been huge. So those things, like knowing the barriers that could have been in my way if I didn't have someone like Justin or have the other mentors that I've had in my life, knowing the feedback and the conversation I've had. If I didn't have that, I don't know if I would've been able to go as far as I have. Justin shares how mentoring a first-gen student reignited his own motivation[23:40] Justin Spangler: I learned a lot from Diego. As I mentioned, Diego's a self-starter. He's overcome a lot. First generation in college, as we've talked about on this podcast, that inspires me as a mentor to be better and think of ways that I can help. And you know, when you're in that rut that I spoke about just a couple of minutes ago, you know, I'll get you out of it, and Diego's a shining great example of that. So definitely from a motivation perspective, relationships are a gem. I think we spoke about that earlier in the podcast, and there's value in having relationships and not just thinking those so short-term, as you mentioned, Frances, but long-term. I think there's a huge benefit to having friends and friends that you care about for a long period of time. It's been fun to watch Diego learn and grow over these last couple of years, and in my life, that helps me be more motivated to continue to learn and grow. When you get to where I am, about almost 10 years into the working field, you can kind of hit a low, you can kind of hit a plateau, and sometimes you need that motivation to help you keep coming up.Show Links:Justin Spangler | LinkedInDiego Alvarez | LinkedInMy Eccles Experience: Diego Alvarez | ArticleDavid Eccles School of Business (@ubusiness) | InstagramUndergraduate Scholars ProgramsRising Business LeadersEccles Alumni Network (@ecclesalumni) | Instagram Eccles Experience Magazine

It only took us five years but we finally got Stefan Seidel on the podcast. We have been talking about him and his scholarship for a while. Today we finally get to ask him about his recent technology regulation paper, his view on grounded theorizing in information systems, his forthcoming special issue on Ethics, Regulation, and Policy that will start processing submissions in late 2026--and his bet with Nick Berente about who wins the race to 8000 citations. Episode reading list Seidel, S., Frick, C. J., & vom Brocke, J. (2025). Regulating Emerging Technologies: Prospective Sensemaking through Abstraction and Elaboration. MIS Quarterly, 49(1), 179-204. Recker, J., Zeiss, R., & Mueller, M. (2024). iRepair or I Repair? A Dialectical Process Analysis of Control Enactment on the iPhone Repair Aftermarket. MIS Quarterly, 48(1), 321-346. Seidel, S., & Urquhart, C. (2013). On Emergence and Forcing in Information Systems Grounded Theory Studies: The Case of Strauss and Corbin. Journal of Information Technology, 28(3), 237-260. Strauss, A. L., & Corbin, J. (1998). Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory (2nd ed.). Sage. Glaser, B. G., & Strauss, A. L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. Aldine Publishing Company. Seidel, S., Berente, N., Guo, H., Oh, W. (2026): Ethics, Regulation, and Policy: The Challenge to Institutions in the Digital Age. MIS Quarterly Special Issue, submissions due November 2026. Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology. Organizational Research Methods, 16(1), 15-31. Berente, N., Gu, B., Recker, J., & Santhanam, R. (2021). Managing Artificial Intelligence. MIS Quarterly, 45(3), 1433-1450. Butler, T., Gozman, D., & Lyytinen, K. (2023). The Regulation of and Through Information Technology: Towards a Conceptual Ontology for IS Research. Journal of Information Technology, 38(2), 86-107 Gümüsay, A. A., & Reinecke, J. (2024). Imagining Desirable Futures: A Call for Prospective Theorizing with Speculative Rigour. Organization Theory, 5(1), https://doi.org/10.1177/26317877241235939. Grisold, T., Berente, N., & Seidel, S. (2025). Guardrails for Human-AI Ecologies: A Design Theory for Managing Norm-Based Coordination. MIS Quarterly, 49(4), 1239-1266. Seidel, S., Recker, J., & vom Brocke, J. (2013). Sensemaking and Sustainable Practicing: Functional Affordances of Information Systems in Green Transformations. MIS Quarterly, 37(4), 1275-1299.

In this episode, Joshua Wilda, MPA, Associate Vice President for Information Systems and Chief Information Digital Officer at University of Iowa Health Care, discusses his vision for advancing patient experience, strengthening cybersecurity, expanding telehealth, and building collaborative technology partnerships across Iowa.

Ann sits down with Hope Koch, PhD (Godfrey Sullivan Professor of Information Systems and Business Analytics), and Jill King (Marketing Executive and Brewery Owner), to talk about the rise of Artificial Intelligence. We get a Waco Buzz segment and a new Act Locally Waco from Elizabeth Riley. Learn more about your ad choices. Visit megaphone.fm/adchoices

Some academics go into the office every day; some are rarely ever seen on campus. Is one way better than the other? Who better to ask than the brilliant Ella Hafermalz who spent her career on the topic of remote work and its implications for belonging, community, collaboration, and performance. She points out that academia has always been a distributed and flexible profession. Researchers need flexibility and freedom to figure out their own best way of solving problems and doing their work, some of which may mean sitting at a desk, but maybe also involve lab or field work. On the other hand, pure freedom for individual academics makes a university nothing more than a collection of hired guns without a true community. How do we find the best balance and what is a good balance to begin with? Episode reading list Chang, S. (2025): China's unemployed young adults who are pretending to have jobs. BBC News, 11 August 2025, https://www.bbc.com/news/articles/cdd3ep76g3go. Hafermalz, E., & Riemer, K. (2021). Productive and Connected While Working from Home: What Client-facing Remote Workers can Learn from Telenurses about 'Belonging Through Technology'. European Journal of Information Systems, 30(1), 89-99. Huysman, M. (2025). Studying AI in the Wild: Reflections from the AI@Work Research Group. Journal of Management Studies, https://doi.org/10.1111/joms.70021. The Professor and the Madman. https://www.imdb.com/title/tt5932728/. Hafermalz, E. (2021). Out of the Panopticon and into Exile: Visibility and Control in Distributed New Culture Organizations. Organization Studies, 42(5), 697–717. Rovelli, C. (2022). Helgoland: The Strange and Beautiful Story of Quantum Physics. Penguin Books. Carroll, S. (2019). Something Deeply Hidden: Quantum Worlds and the Emergence of Spacetime. Dutton. Sting, F. J., Tarakci, M., & Recker, J. (2024). Performance Implications of Digital Disruption in Strategic Competition. MIS Quarterly, 48(3), 1263-1278. Archive.org: Philosophy 185 Heidegger: Lectures from the course Philosophy 185 Heidegger by Hubert Dreyfus. https://fourble.co.uk/podcast/philosophy185heidegger. Baudrillard, J. (1981). Simulacra and Simulation. University of Michigan Press. Retkowsky, J., Hafermalz, E., & Huysman, M. (2024). Managing a ChatGPT-empowered Workforce: Understanding its Affordances and Side Effects. Business Horizons, 67(5), 511-523. Haubrich, G. F., Soekijad, M., & Hafermalz, E. (2025). 'What's Up with Work?'Bringing Screens into a Theory of Hybrid Working Situations. Academy of Management Annual Meeting Proceedings, https://doi.org/10.5465/AMPROC.2025.10670abstract. Tekeste, M. (2025). Under Pressure: Becoming the Good Enough Academic. Organization, https://doi.org/10.1177/13505084251383285. LinkedIn Community: The Digital Visibility Group: https://www.linkedin.com/groups/13346086/.

Dr Tapani Rinta-Kahila is Senior Lecturer of Business Information Systems at The University of Queensland and Esko Penttinen is an associate Professor at Aalto University School of Business. Dr Tapani Rinta-Kahila and Esko Penttinen worked collaboratively on the landmark study, “The Vicious Circles of Skill Erosion: A Case Study of Cognitive Automation” and they offer different perspectives on the issue of technology-driven skill erosion in the workforce. I caught up with them to find more about this.Tapani Rinta-Kahila and Esko Penttinen talk about their background, skillsets, their paper, context and more.More about Dr Tapani Rinta-Kahila and Esko Penttinen:Dr Tapani Rinta-Kahila is a Senior Lecturer of Business Information Systems and an ARC DECRA Fellow at The University of Queensland Business School. He holds a doctoral degree from Aalto University School of Business, where he wrote an award-winning dissertation on the decommissioning of organisational information systems.Esko Penttinen is Associate Professor (tenured) in Information Systems at Aalto University School of Business. Penttinen holds a D.Sc. in Information Systems Science and a M.Sc. in Economics from Helsinki School of Economics. Esko's research helps organisations understand the intricacies related to the implementation of various forms of artificial intelligence, harnessing its benefits and avoiding the pitfalls. Esko is an avid student of the interplay between humans and machines, curious to generate insights on how to coordinate work tasks efficiently between the two.

Dr Tapani Rinta-Kahila is Senior Lecturer of Business Information Systems at The University of Queensland and Esko Penttinen is an associate Professor at Aalto University School of Business. Dr Tapani Rinta-Kahila and Esko Penttinen worked collaboratively on the landmark study, "The Vicious Circles of Skill Erosion: A Case Study of Cognitive Automation" and they offer different perspectives on the issue of technology-driven skill erosion in the workforce. I caught up with them to find more about this. Tapani Rinta-Kahila and Esko Penttinen talk about their background, skillsets, their paper, context and more. More about Dr Tapani Rinta-Kahila and Esko Penttinen: Dr Tapani Rinta-Kahila is a Senior Lecturer of Business Information Systems and an ARC DECRA Fellow at The University of Queensland Business School. He holds a doctoral degree from Aalto University School of Business, where he wrote an award-winning dissertation on the decommissioning of organisational information systems. Esko Penttinen is Associate Professor (tenured) in Information Systems at Aalto University School of Business. Esko holds a D.Sc. in Information Systems Science and a M.Sc. in Economics from Helsinki School of Economics. Esko's research helps organisations understand the intricacies related to the implementation of various forms of artificial intelligence, harnessing its benefits and avoiding the pitfalls. Esko is an avid student of the interplay between humans and machines, curious to generate insights on how to coordinate work tasks efficiently between the two. See more podcasts here.

Why "top-down" selling backfires in Japan's big companies — and what to do instead.  Is meeting the President in Japan a guaranteed win? No — unless the President is also the owner (the classic wan-man shachō), your "coup" meeting rarely converts directly. In listed enterprises and large corporates, executive authority is diffused by consensus-driven processes. Even after a warm conversation and a visible "yes," the purchase decision typically moves into a bottom-up vetting cycle that your initial sponsor doesn't personally shepherd. In contrast, smaller firms or founder-led groups may decide quickly, much like private U.S. SMEs or European Mittelstand. The trap is assuming a Western "economic buyer" model maps 1:1 to Japan's governance norms post-Abenomics (2013–2020) and as of 2025. Treat the Presidential meeting as a door-opener, not a done deal.  Do now: Reframe the "Prez" as an access node; design your plan for everything that happens after the elevator ride down. What actually happens after the big meeting? The President typically delegates "look into this" to a direct report, and your proposal enters an internal review pipeline. A junior staffer performs due diligence, then a section head reviews and either quietly stops the process or passes it up. If momentum builds, the division head circulates a ringi-sho (稟議書) with attached materials for cross-functional stamps (hanko). Each division repeats its own research — Finance, HR, Operations — before any re-contact with you. Compared with U.S. enterprise sales where a single VP can overrule, Japan's system prioritises organisational risk-sharing and face-saving. Expect additional nemawashi (root-binding) conversations you won't see. Every change to scope, pricing, or timing restarts the paper trail.  Do now: Ask early who will run due diligence, which divisions must stamp, and what the ringi packet must include. Why do direct reports sometimes ignore an explicit instruction? Because "check this out" isn't "make this happen" — the President's role usually ends at referral, not enforcement. In large firms (think Toyota-scale keiretsu or Rakuten-class digital groups), middle management owns process integrity. A public "order" in front of you may still be interpreted as permission to evaluate, not a mandate to buy. In the U.S., sellers might push back on "we'll think about it"; in Japan, they really do need to think — collectively. That's not stonewalling; it's governance. The deal can die silently at any stage if the section head sees mis-fit, poor timing (e.g., fiscal year planning in March), or brand risk. Your best lever is equipping mid-levels with a de-risked, spec-tight story that they can defend internally.  Do now: Translate the top-level promise into mid-level proof: ROI math, references in Japan, security/PII notes, and implementation flow. How long does the ringi cycle take, and what slows it down? Longer than Western sellers expect — and it resets with every material change. The ringi-sho builds consensus by circulating for stamps across affected divisions. Each unit repeats checks (vendor risk, budget fit, labour impact under Japan's 2023 work-style reforms, data residency for APAC, etc.). If you tweak scope or price, a fresh ringi often triggers. For comparison, an American SaaS deal might hit Legal once; in Japan, Legal, Information Systems, and HR may all run independent passes. Multi-site rollouts (retail, manufacturing) compound complexity versus single-site pilots. Sellers who rush or "pressure close" risk face loss among reviewers — a reputational cost that kills not just this deal but your next.  Do now: Time-box your asks, pre-bundle likely objections, and avoid last-minute scope surprises that force a re-circulation. How should you re-engineer your enterprise sales motion for Japan? Build a two-track play: executive alignment for vision + operator enablement for approvals. Track A (C-suite): anchor on strategy, external credibility (Japan references, security attestations), and clear business impact by quarter. Track B (middle-down): deliver a ringi-ready pack — problem framing, options matrix, risk mitigations, rollout plan, KPI table (adoption, uptime targets, ROI), and case miniatures from sectors like automotive, retail, and banking. Compared with Europe (works councils) or the U.S. (deal desk), Japan's reviewer set is broader; so your artefacts must be modular and stamp-friendly. Pro tip: craft a Japanese one-pager that a 25-year-old staffer can champion without fear.  Do now: Produce a bilingual ringi kit: exec summary, cost sheet, security appendix, phased pilot plan, and internal FAQ. What if the buyer is a founder-led or SME "one-man President"? Move fast — wan-man shachō environments can green-light on the spot, but still respect downstream implementers. Owner-operators (common in construction, logistics, specialised manufacturers) align closer to U.S. founder-CEO norms: if they decide, it happens. However, success still hinges on managers who must live with the tool or training. Win speed without burning adoption by pre-agreeing a post-signature cadence: kickoff, hands-on enablement, check-ins. Contrast: in multinationals and listed firms, assume consensus first, speed second. Use segmented pipelines and forecasting models for each archetype to avoid "phantom commits" based on executive enthusiasm alone.  Do now: Qualify leadership style early; if it's founder-led, offer rapid pilot + success plan; if it's listed, budget for consensus cycles. Quick internal checklist for a ringi-ready packet Executive one-pager (JP/EN) with outcome metrics and timeline Options matrix (do nothing vs. competitor vs. your solution) Security & compliance appendix (data flows, access, audit) Costing & ROI sheet (12–36 months, with sensitivity) Implementation playbook (roles, training, support SLAs) Reference mini-cases from Japan/APAC peers Do now: Attach this checklist to every enterprise proposal in Japan.  Conclusion: Stop "selling the Prez"; start enabling the process In Japan's large corporates, the President opens a door; the organisation makes the decision. Treat the executive meeting as your starting pistol, not the finish line. Win by equipping mid-levels to say "yes" safely, designing for ringicadence, and pacing your asks. In founder-led firms, move decisively — with respect for the managers who must land the change. That's how you convert enthusiasm into signed, implemented value in Japan, as of 2025.  FAQs Is aggressive closing effective in Japan? No. Pushy tactics create face risk for reviewers and can stall the ringi process; equip, don't pressure.  Do all Japanese companies work this way? No. Founder-led SMEs can decide top-down; listed and multinational firms lean consensus-first.  What documents speed approval? A bilingual, ringi-ready packet: exec summary, ROI, security, rollout, and references.  Next steps for leaders/executives Map the approval path (divisions, stamps, timelines). Build a standard ringi pack and local references. Train your team on Japan-specific cadence and language. Segment forecasts by "founder-led" vs. "listed corporate."  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Our recent interview was all about measurements. The Wooster Community Hospital Health System in Wayne County, Ohio achieved a 20% improvement in their nurses' satisfaction with their MEDITECH EHR after a six-month effort. This video, interviewing Eric Gasser, Vice President of Information Systems and CIO, shows how statistics and survey data made that achievement possible.Gasser says that Wooster offers high quality care and has won awards. Yet, always interested in doing better, they took up a suggestion by MEDITECH to join the KLAS Arch Collaborative. As part of that collaborative, they surveyed their clinicians. Although they were mostly happy with their jobs, nurses found documentation to be a burden.Learn more about Wooster: https://www.woosterhospital.org/Learn more about MEDITECH: https://ehr.meditech.com/Healthcare IT Community: https://www.healthcareittoday.com/

Join us for an insightful conversation with Brian Zieroth, Senior Program Manager at the Uranium Processing Facility (UPF) at Y-12. Discover the pivotal role UPF plays in supporting the nation's nuclear deterrent and global security missions. Brian shares the challenges and triumphs of modernizing uranium processing capabilities, emphasizing the importance of safety and innovation. With construction set to complete in 2027, UPF is poised to be a cornerstone of national security infrastructure. Don't miss this deep dive into a project that ensures our strategic deterrent remains robust and reliable.Brian is the senior project manager for the Uranium Processing Facility (UPF) in Oak Ridge, Tennessee, a plant designed to replace older, outdated facilities and meet modern safety and environmental standards. He is responsible for all engineering, procurement, construction, and startup activities. He has nearly 30 years' experience with Bechtel, and is a Bechtel Principal Vice President. Brian brings diverse industry experience to his leadership role for the UPF project. He has held project management roles of increasing responsibility at the Waste Treatment and Immobilization Plant (WTP) at the Hanford site, the Chemistry and Metallurgy Replacement Project (CMRR) at Los Alamos National Laboratory, UPF, and as Director for Enterprise Line-Item Projects at Consolidated Nuclear Security, where he provided oversight for the Y-12 site in Oak Ridge and the Pantex Plant in Amarillo, TX. In 2022, he became area project manager for the main processing building at UPF, before being named to his current role in 2024.He joined Bechtel in 1997 in the Information Systems and Technology group for Bechtel Enterprises. In 2003, he became deputy IS&T manager on the Iraq reconstruction project in Baghdad. In 2006, he moved to the U.S. Department of Energy Advanced Mixed Waste Treatment Project in Idaho. He was then named plant automation manager at the Pueblo Chemical Agent-Destruction Pilot Plant in 2010 and chief information officer at WTP in 2012.Socials:Follow on Twitter at @NucleCastFollow on LinkedIn: https://linkedin.com/company/nuclecastpodcastSubscribe RSS Feed: https://rss.com/podcasts/nuclecast-podcast/Rate: https://podcasts.apple.com/us/podcast/nuclecast/id1644921278Email comments and topic/guest suggestions to NucleCast@anwadeter.org

Episode 497 / Gretchen AndrewGretchen Andrew is an artist born in Los Angeles, United States, 1988 who lives and Works in London and Park City, Utah. She studied Information Systems and got a BS from Boston College, and worked for Intuit as a Software Engineer, Google as a People Technology Manager, and apprenticed with Billy Childish at his studio.She's had shows at Gray Area, San Francisco, Heft Gallery, NYC, Hope 93, London. FxHash, Berlin Art Week, Galloire, Dubai UAE,  Falko Alexander, Cologne, Germany, Annka Kultys Gallery, London, United Kingdom and many others.She's shown at fairs including 2025 Expo Chicago, 2024 Untitled Miami, Paris Photo (21C Award, solo presentation) and the 2022 Vienna Contemporary (solo presentation).She has lectured at the Tate Modern, the Luma Foundation in Zurich, the Mia Foundation in Dubai and the University of Chicago.

Most think that algorithms are the modern root cause of innovations. But says not only are organizations today powered by data, they innovate through data. With several other colleagues, Marta is bringing data studies back to the forefront of information systems research. She produces workshops, a forthcoming book, and an online bibliography with seminal readings. We talk to Marta about the relationship between data and meaning, representation versus innovation, and whether we all soon live in a hyperreality created through synthetic data that lost all connection to the real-world. Episode reading list Alaimo, C., & Kallinikos, J. (2022). Organizations Decentered: Data Objects, Technology and Knowledge. Organization Science, 33(1), 19-37. Aaltonen, A., Stelmaszak, M., & Xu, D. The Data Studies Bibliography. . Chen, H., Chiang, R., & Storey, V. C. (2012). Business Intelligence and Analytics: From Big Data to Big Impacts. MIS Quarterly, 36(4), 1165-1188. Wand, Y., & Wang, R. Y. (1996). Anchoring Data Quality Dimensions in Ontological Foundations. Communications of the ACM, 39(11), 86-95. Xu, D., Stelmaszak, M., & Aaltonen, A. (2025). What is Changing the Game in Data Research? Insights from the “Innovating in Data-based Reality” Professional Development Workshop. Communications of the Association for Information Systems, 56(8), 194-208. Kent, W. (1978). Data and Reality. North-Holland. Hirschheim, R., Klein, H. K., & Lyytinen, K. (1995). Information Systems Development and Data Modeling: Conceptual and Philosophical Foundations. Cambridge University Press. Goodhue, D. L., Wybo, M. D., & Kirsch, L. J. (1992). The Impact of Data Integration on the Costs and Benefits of Information Systems. MIS Quarterly, 16(3), 239-311. Aaltonen, A., & Stelmaszak, M. (2024). Data Innovation Lens: A New Way to Approach Data Design as Value Creation. SSRN, . Recker, J., Indulska, M., Green, P., Burton-Jones, A., & Weber, R. (2019). Information Systems as Representations: A Review of the Theory and Evidence. Journal of the Association for Information Systems, 20(6), 735-786. Bowker, G. C., & Star, S. L. (1999). Sorting Things Out: Classification and Its Consequences. MIT Press. Baudrillard, J. (1981). Simulacra and Simulation. University of Michigan Press. Harari, Y. N. (2024). Nexus: A Brief History of Information Networks from the Stone Age to AI. Random House. Wittgenstein, L. (1953). Philosophical Investigations. Basil Blackwell. Stelmaszak, M., Wagner, E., & DuPont, N. N. (2024). Recognition in Personal Data: Data Warping, Recognition Concessions, and Social Justice. MIS Quarterly, 48(4), 1611-1636. Aaltonen, A., Stelmaszak, M., & Lyytinen, K. (Eds.). (2026). Research Handbook on Digital Data: Interdisciplinary Perspectives. Edward Elgar Publishing. 

Welcome to a special author's episode of The Data Chief, where we delve into the minds of three influential authors who are shaping the conversation around data and AI. First, Geoff Woods, author of The AI-Driven Leader, shares his philosophy of prioritizing strategy over technology to make faster, smarter decisions. Next, Wendy Batchelder, author of The Data Governance Handbook, discusses how to transform governance from a rigid bureaucracy into a business accelerator by focusing on business outcomes. Finally, Malcolm Hawker, author of The Data Hero Playbook, challenges data leaders to adopt a heroic mindset by becoming customer-driven and aligning their incentives with business success. Join us to learn how to lead effectively in the AI era by building a strategy-driven, governed, and customer-centric data function.The Data Chief Podcast: Author Episode Key MomentsGeoff Woods: The AI-Driven LeaderFrom "IT Problem" to Strategic Partner (06:20): Woods advocates for viewing AI as a "strategic thought partner" rather than an assistant or replacement, and emphasizes that AI strategy must align with business strategy.The CRIT Framework for Smarter Prompts (12:25): He introduces the CRIT framework for prompt engineering: Context, Role, Interview, Task. This method helps leaders get non-obvious, high-impact strategies from AI by having the AI ask the right questions.Beyond the Bottom Line: AI's Human Impact (22:17): Woods discusses the ROI of AI, including a case where AI identified savings equivalent to 2% of a company's revenue. Wendy Batchelder: The Data Governance HandbookData Governance as an Accelerator (32:33): Wendy Batchelder addresses the myth that data governance is a "dirty word" or a code for "no," arguing that its true purpose is to be an accelerator.Speaking the Language of Business (35:17): Batchelder emphasizes that data governance should be embedded from the start of a project, not as an afterthought. She provides an example of "bad" vs. "good" communication, urging data professionals to speak the language of the business.Measuring Value with Business Outcomes (40:00): She outlines how to measure the value of data governance by connecting it to business outcomes like increased revenue or improved customer service. Malcolm Hawker: The Data Hero PlaybookFrom Limiting Mindset to Growth Mindset (56:00): Hawker discusses why he wrote the book, calling the current moment a "do or die" opportunity for CDOs. He challenges the "limiting mindset" that leads to defeatism.Customer-Driven, Not Data-Driven (1:08:00): He urges data leaders to be "customer-driven, not data-driven," emphasizing the need for data teams to become more business literate.The Power of Product Management (1:14:00): Hawker advocates for bringing product management disciplines into data teams. This approach focuses on putting the customer at the center and ensures that data products are economically viable and tied to ROI.Key Quotes:"It is not technology first, strategy second. It is strategy first, technology second.” - Geoff Woods"The companies that are treating data as something that helps drive business outcomes are thinking about data at the beginning and set up at the end." - Wendy Batchelder“If you deliver value to your customers, if you are the lever of change and transformation in your organization, if you show value from data, you will get a seat at the table." - Malcolm HawkerMentionsThe AI-Driven Leader: Harnessing AI to Make Faster, SmarterHow AI is transforming strategy developmentData Governance Handbook: A practical approach to building trust in data5 key reasons why data analytics is important to businessThe Data Hero Playbook: Developing Your Data Leadership SuperpowersCDOs and CDAOs: Rethink your role or fade awayGuest Bios:About Geoff Woods Geoff Woods is the #1 bestselling author of The AI-Driven Leader, host of the AI-Driven Leader podcast, and Founder of AI Leadership and The AI-Driven Leadership Collective™, a highly vetted network of executives collaborating to harness AI to build better businesses and better lives. As the former Chief Growth Officer of Jindal Steel & Power, Geoff's strategic leadership helped the company grow its market cap from $750 million to over $12 billion in just four years. Prior to that, he co-founded the training and consulting company behind The ONE Thing, advising businesses ranging from $10 million to $60 billion in annual revenue.About Wendy Batchelder Wendy Batchelder is a three-time Chief Data Officer across financial services, technology & healthcare industries, with a wide understanding of how to take highly technical aspects of data management and translate them into simple, concise business valued solutions that are practical and simple to understand. Her background has led her to lead global data & analytics organizations at four Fortune 500 companies. She approaches situations with curiosity and humility, which has led to applying innovative data solutions to challenges with increased complexity to deliver value that companies can measure.A lifelong learner, Wendy graduated from Miami University with a B.S. in Accounting and Information Systems, from Drake University with a Masters of Accountancy, from University of Iowa with an Executive MBA, and pursues ongoing education through Harvard Business School. Her work history includes EY, KPMG, Aviva, Wells Fargo, VMware and Salesforce.About Malcolm HawkerMalcolm helps senior business leaders harness the power of data to transform their businesses. As a former Gartner analyst, he has consulted with some of the world's largest and best-known brands on their enterprise information management strategies and digital transformation initiatives.He is a frequent public speaker on data and analytics best practices with a passion for Master Data Management (MDM) and Data Governance. He welcomes the opportunity to share practical and actionable insights on how companies can become truly data-driven by implementing the cultural, technical, and organizational changes needed for success in the digital age. He is also the author of The Data Hero Playbook. Hear more from Cindi Howson here. Sponsored by ThoughtSpot.

If you help someone out, that builds trust with them – right? Stephen Lee, assistant professor of management at the Carson College of Business at Washington State University, says that might not always be the case. Dr. Stephen Lee is an Assistant Professor of Management in the Department of Management, Information Systems, and Entrepreneurship (MISE) […]

When we discuss artificial intelligence, what metaphors do we use to illustrate what we mean? Is artificial intelligence some sort of robot—like Ultron—or is it an organism—like a beehive? What happens to our expectations, our thinking, and our conclusions when we change these metaphors, say, from an entitative metaphor (say, an agent) to a relational metaphor (say, belonging to our work network)? We discuss these points with and who wrote a very interesting paper on how management scholars think about artificial intelligence.   Episode reading list Ramaul, L., Ritala, P., Kostis, A., & Aaltonen, P. (2025). Rethinking How We Theorize AI in Organization and Management: A Problematizing Review of Rationality and Anthropomorphism. Journal of Management Studies, . Berente, N., Gu, B., Recker, J., & Santhanam, R. (2021). Managing Artificial Intelligence. MIS Quarterly, 45(3), 1433-1450. Alvesson, M., & Sandberg, J. (2020). The Problematizing Review: A Counterpoint to Elsbach and Van Knippenberg's Argument for Integrative Reviews. Journal of Management Studies, 57(6), 1290-1304. Berente, N. (2020). Agile Development as the Root Metaphor for Strategy in Digital Innovation. In S. Nambisan, K. Lyytinen, & Y. Yoo (Eds.), Handbook of Digital Innovation (pp. 83-96). Edward Elgar. Pepper, S. C. (1942). World Hypotheses: A Study in Evidence. University of California Press. Brynjolfsson, E., Li, D., & Raymond, L. R. (2025). Generative AI at Work. The Quarterly Journal of Economics, 140(2), 889-942. Russell, S. J., & Norvig, P. (2010). Artificial Intelligence: A Modern Approach (3rd ed.). Prentice Hall. Jarrahi, M. H., & Ritala, P. (2025). Rethinking AI Agents: A Principal-Agent Perspective. California Management Review Insights, . Boxenbaum, E., & Pedersen, J. S. (2009). Scandinavian Institutionalism – a Case of Institutional Work. In T. B. Lawrence, R. Suddaby, & B. Leca (Eds.), Institutional Work: Actors and Agency in Institutional Studies of Organizations (pp. 178-204). Cambridge University Press. Iivari, J., & Lyytinen, K. (1998). Research on Information Systems Development in Scandinavia-Unity in Plurality. Scandinavian Journal of Information Systems, 10(1), 135-186. Alvesson, M., & Sandberg, J. (2024). The Art of Phenomena Construction: A Framework for Coming Up with Research Phenomena beyond ‘the Usual Suspects'. Journal of Management Studies, 61(5), 1737-1765. Brunsson, N. (2003). The Organization of Hypocrisy: Talk, Decisions, and Actions in Organizations. Copenhagen Business School Press. Floyd, C., Mehl, W.-M., Reisin, F.-M., Schmidt, G., & Wolf, G. (1989). Out of Scandinavia: Alternative Approaches to Software Design and System Development. Human-Computer Interaction, 4(4), 253-350. Grisold, T., Berente, N., & Seidel, S. (2025). Guardrails for Human-AI Ecologies: A Design Theory for Managing Norm-Based Coordination. MIS Quarterly, 49, . Forster, E. M. (1909). The Machine Stops. The Oxford and Cambridge Review, November 1909, .   

Desire to do more by big business with small businesses shows that companies currently only allocate an average of just 7% of total spend to small suppliers today. According to supplier.io, what prevents the giving are factors that encumber the intent. Such as internal hurdles and information gaps specifically noted as follows: Most organizations admit they lack the systems and intelligence to scale these partnerships leaving significant untapped value on the table. 96% of executives say they would source more from small suppliers if it were easier to find, vet and onboard them. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

It's been a week since an Optus outage left hundreds of customers unable to call triple 0 in an emergency.But while there's been widespread outrage in the days since, is anyone really holding the telco to account for the deadly error? Today, technology expert from Melbourne University Suelette Dreyfus on Optus's astonishing failure.Featured: Dr Suelette Dreyfus, Senior Lecturer at the University of Melbourne in the Department of Computing and Information Systems

We are together in South Bend and teach a class to PhD students in the Mendoza College of Business at the University of Notre Dame. Our joint teaching experience makes us wonder: What should all doctoral students learn or what should we all teach the next generation of IS students? We come up with Nick's rules for a good PhD education: First, understand what knowledge and inferences are. Second, learn different methods and then deep dive into a primary method. Third, pick a domain and learn its foundations and history. Fourth, develop a mindset of mastery to become the world's expert on your topic. And finally, develop and hone your writing skills.  Episode reading list Bacon, F. (1620/2019). Novum Organum. Anodos. Hume, D. (1748/1998). An Enquiry Concerning Human Understanding. In J. Perry & M. E. Bratman (Eds.), Introduction to Philosophy: Classical and Contemporary Readings (3rd ed., pp. 190-220). Oxford University Press. Popper, K. R. (1959). The Logic of Scientific Discovery. Basic Books. Yin, R. K. (2009). Case Study Research: Design and Methods (4th ed.). Sage Publications. Berente, N., Ivanov, D., & Vandenbosch, B. (2007). Process Compliance and Enterprise Systems Implementation. In: Proceedings of the 40th Annual Hawaii International Conference on System Sciences. Waikoloa, Hawaii, pp. 222-231. Castelo, N., Bos, M. W., & Lehmann, D. R. (2019). Task-Dependent Algorithmic Aversion. Journal of Marketing Research, 56(5), 809-825. Recker, J. (2021). Scientific Research in Information Systems: A Beginner's Guide (2nd ed.). Springer. Mackie, J. L. (1965). Causes and Conditions. American Philosophical Quarterly, 2(4), 245-264. Gable, G. G. (1994). Integrating Case Study and Survey Research Methods: An Example in Information Systems. European Journal of Information Systems, 3(2), 112-126. Chalmers, A. F. (2013). What Is This Thing Called Science? (4th ed.). Hackett. Shadish, W. R., Cook, T. D., & Campbell, D. T. (2001). Experimental and Quasi-Experimental Designs for Generalized Causal Inference (2nd ed.). Houghton Mifflin. Taylor, F. W. (1911). The Principles of Scientific Management. Harper and Bros. March, J. G., & Simon, H. A. (1958). Organizations. John Wiley & Sons. Nelson, R. R., & Winter, S. G. (1982). An Evolutionary Theory of Economic Change. Harvard University Press. 

Jody Glidden is the CEO and founder of Postilize, a company focused on reinventing CRM through AI. Before launching Postilize, he co-founded Introhive and served as CEO until 2022, helping raise over $100 million to build the enterprise relationship management category. A serial entrepreneur, Jody previously founded icGlobal, which was acquired by Smartforce, and played a key role in scaling Chalk Media, later acquired by BlackBerry maker Research in Motion. He holds a BBA from the University of New Brunswick and a Master's in Information Systems from Harvard.In this conversation, we discuss:Why traditional CRMs fail to reflect how relationships actually evolve—and how Postilize is addressing that gapHow Postilize handles privacy, hallucinations, and human oversight to stay useful without crossing ethical linesJody's approach to using AI not to replace human connection, but to augment and scale authentic relationship buildingHow relationship intelligence helps sales and go-to-market teams understand who to engage, when, and whyWhy keeping CRMs accurate is nearly impossible without automation and real-time enrichmentWhat Jody learned from building Introhive and why Postilize is taking a radically different approachThe future of CRM as a system of engagement rather than just a system of recordResources:Subscribe to the AI & The Future of Work NewsletterConnect with Jody on LinkedInAI fun fact articleOn How To Manage Enterprise Apps That Support Thousands of Employees for a Rapidly Growing Global Company. 

One of the big topics at the conference this summer was the use of large language models in the research process, especially in qualitative studies. We expand this discussion by asking: can qualitative research be automated—or augmented? Yes and no. Some of the advantages LLMs bring to the table are hard to ignore. LLMs can act as critical reviewers, as a consistency checker, as a provider of alternative perspectives on unstructured data, or to break path dependencies in the process of data analysis. They can also help find interesting outcomes that qualitative insights could explain. At the same time, the use of LLMs comes with thorny pitfalls. We know they are unreliable and hallucinate. And the output they create is… average at best. So if you use LLMs, make sure you are not using it for automation—do not lose touch with your craft or your data. Whatever tool you use, make sure you remain a virtuous scholar. Episode reading list Noblit, G. W., & Hare, R. D. (1988). Meta-Ethnography: Synthesising Qualitative Studies. Sage. Recker, J. (2021). Improving the State-Tracking Ability of Corona Dashboards. European Journal of Information Systems, 30(5), 476-495. Rynes, S., & Gephart Jr., R. P. (2004). Qualitative Research and the "Academy of Management Journal". Academy of Management Journal, 47(4), 454-462. Geertz, C. (1973). The Interpretation Of Cultures. Basic Books. Boland, R. J. (2001). The Tyranny of Space in Organizational Analysis. Information and Organization, 11(1), 3-23. Weber, R. (2004). Editor's Comments: The Rhetoric of Positivism Versus Interpretivism: A Personal View. MIS Quarterly, 28(1), iii-xii. Lehmann, J., Hukal, P., Recker, J., & Tumbas, S. (2025). Layering the Architecture of Digital Product Innovations: Firmware and Adapter Layers. Journal of the Association for Information Systems, 26, . Lindberg, A., Berente, N., Howison, J., & Lyytinen, K. (2024). Discursive Modulation in Open Source Software: How Communities Shape Novelty and Complexity. MIS Quarterly, 48(4), 1395-1422. Ragin, C. C. (1987). The Comparative Method: Moving Beyond Qualitative and Quantitative Strategies. University of California Press. Goodhue, D. L., Lewis, W., & Thompson, R. L. (2012). Comparing PLS to Regression and LISREL: A Response to Marcoulides, Chin, and Saunders. MIS Quarterly, 36(3), 703-716. Goodhue, D. L., Lewis, W., & Thompson, R. L. (2007). Statistical Power in Analyzing Interaction Effects: Questioning the Advantage of PLS With Product Indicators. Information Systems Research, 18(2), 211-227.  

“To win your people's hearts and minds, you have to have a compelling vision or proposition to offer them.”   This is a special episode only available to our podcast subscribers, which we call The Mini Chief. These are short, sharp highlights from our fabulous CEO guests, where you get a 5 to 10 minute snapshot from their full episode. This Mini Chief episode features George Hunt, Former CIO of the Year. His full episode is titled Winning hearts and minds, technology as a strategy, and the little things of leadership. You can find the full audio and show notes here:

Dexcom generates more than $4 billion in annual revenue and has a market cap north of $30 billion, making it one of the biggest digital health companies in the world. And it all started with a better way to measure blood sugar.In this episode, Halle is joined by Kevin Sayer, CEO of Dexcom, the company that pioneered continuous glucose monitoring (CGM). Under Kevin's leadership, Dexcom scaled from $40 million to $4 billion in revenue, became the standard of care for people with diabetes, and is now expanding into consumer wellness with its direct-to-consumer product, Stelo.We cover: