Mobile Information Systems II provides a collection of research on the planning, analysis, design, construction, modification, implementation, utilization, evaluation, and management of mobile information systems. The articles focus on the implications of this research in the world of commerce, and address technical issues and constraints on mobile information systems functionalities and design.

th The 11 Working Conference of IFIP WG 8.6, Open-IT Based Innovation: Moving Towards Cooperative IT Transfer and Knowledge Diffusion, organized in Madrid in October 22-24, 2008, follows the series started in Oslo in 1995 and continues in the footprints of the past year's conference in Manchester. This year, although the Madrid Conference addresses the usual topics covered in previous WG8.6 conferences, the emphasis is on the issue of open innovation and its relationships with technology transfer and diffusion in the field of information technology. This issue is deeply modifying the way that knowledge is generated, shared, transferred, diffused, and used across the world as a side effect of globalization. It affects the organizational structure, partnerships, roles assumed by stakeholders, and technology transfer and diffusion models and instruments. Industry, academia, and governments are simultaneously concerned. Although the concept applies to all industrial sectors, IT companies were early innovators. The analysis of the contents of this book allows the identification of some trends in technology transfer and diffusion issues as a part of the innovation process. The same problem is addressed in very different ways and extrapolation is not straightforward. Even innovation terminology is not clearly shared by different subcultures in the field.

It. is well known that t.he introduction of a new technology in one organization not always produces the intended benefits (Levine, 1994). In many cases, either the receivers do not reach the intended level of use or simply the technology is rejected because it does not match with the expectations (true or false) and the accepted psychological effort to use it. The case of formal methods is a paradigmatic example of continual failures. The published cases with problems or failures only constitute the visible part of a large iceberg of adoption cases. It. is difficult to get companies to openly express the problems they had; however, from the experience of the author, failure cases are very common and they include any type of company. Many reasons to explain the failures (and in some cases the successes) could be postulated; however, the experiences are not structured enough and it is difficult to extract from them useful guidelines for avoiding future problems. Generally speaking, there is a trend to find the root of the problems in the technol ogy itself and in its adequacy with the preexistent technological context. Technocratic technology transfer models describe the problems in terms of these aspects. Although it is true that those factors limit the probability of success, there is another source of explanations linked to the individuals and working teams and how they perceive the technology."

This book presents a rich compilation of real-world cases on digitalization, aiming to share first-hand insights from renowned organizations and to make digitalization tangible. With all economic and societal sectors being challenged by emerging technologies, the digital economy is highly volatile, uncertain, complex, and ambiguous. It confronts established organizations with substantial challenges and opportunities. Against this backdrop, this book reports on best practices and lessons learned from organizations that succeeded in tackling the challenges and seizing the opportunities of the digital economy. It illustrates how twenty organizations leveraged their capabilities to create disruptive innovation, to develop digital business models, and to digitally transform themselves. These cases stem from various industries (e.g. automotive, insurance, consulting, and public services) and countries, covering the many facets that digitalization may have. As all case descriptions follow a unified template, they are easily accessible for readers and provide insightful examples for practitioners as well as interesting cases for researchers, teachers, and students. Almost every organization is trying to figure out how best to respond to the opportunities and threats posed by digitalization. This book provides valuable lessons from those organizations that have already begun their digital transformation journey. Michael D. Myers, Professor of Information Systems, University of Auckland Digitalization Cases provides firsthand insights into the efforts of renowned companies. The presented actions, results, and lessons learned are a great inspiration for managers, students, and academics. This book gives real pointers on the how and where to start. Anna Kopp, Head of IT Germany, Microsoft The cases compiled in the second volume of Digitalization Cases show how disruption can actively be managed. Further, long-term insights from extended success stories of the first edition highlight that courage to change pays off well. This book represents a motivation for organizations to drive their digital transformation journeys actively. Markus Richter, State Secretary at the Federal Ministry of the Interior, Building and Community and Federal Government Commissioner for Information Technology, Germany

This book constitutes the refereed proceedings of the IFIP WG 8.6 International Working Conference on Governance and Sustainability in Information Systems, held in Hamburg, Germany, in September 2011. The 14 revised full papers and 16 research in progress and practice papers presented were carefully reviewed and selected from 47 submissions. The full research papers are organized in the following topical sections:governance, sustainability, design themes, customer and user integration, and future subjects.

It. is well known that t.he introduction of a new technology in one organization not always produces the intended benefits (Levine, 1994). In many cases, either the receivers do not reach the intended level of use or simply the technology is rejected because it does not match with the expectations (true or false) and the accepted psychological effort to use it. The case of formal methods is a paradigmatic example of continual failures. The published cases with problems or failures only constitute the visible part of a large iceberg of adoption cases. It. is difficult to get companies to openly express the problems they had; however, from the experience of the author, failure cases are very common and they include any type of company. Many reasons to explain the failures (and in some cases the successes) could be postulated; however, the experiences are not structured enough and it is difficult to extract from them useful guidelines for avoiding future problems. Generally speaking, there is a trend to find the root of the problems in the technol ogy itself and in its adequacy with the preexistent technological context. Technocratic technology transfer models describe the problems in terms of these aspects. Although it is true that those factors limit the probability of success, there is another source of explanations linked to the individuals and working teams and how they perceive the technology.

Prototyping is an approach used in evolutionary system development. In this book, the authors show which forms of prototyping can be employed to tackle which problems. They take a look at the tools used in everyday software development with a view to determining their suitability for prototyping, and attempt to elucidate prototyping as a methodological concept. Part I of the book looks at prototyping as an approach for constructing and evaluating models. Traditional approaches and phase-oriented life cycle plans are discussed. Prototyping overcomes fundamental problems associated with life cycle plans. The authors present their own concept of evolutionary system development. Part II shows to what extent technical support of evolutionary system development is possible. Various tools for supporting prototyping are discussed and prospective trends are indicated. Criteria are listed to help the reader choose between the various development environments currently available or likely to become available in the near future. Case studies are used to illustrate how prototype construction can be integrated in software projects.

Mobile Information Systems II provides a collection of research on the planning, analysis, design, construction, modification, implementation, utilization, evaluation, and management of mobile information systems. The articles focus on the implications of this research in the world of commerce, and address technical issues and constraints on mobile information systems functionalities and design.

th The 11 Working Conference of IFIP WG 8.6, Open-IT Based Innovation: Moving Towards Cooperative IT Transfer and Knowledge Diffusion, organized in Madrid in October 22-24, 2008, follows the series started in Oslo in 1995 and continues in the footprints of the past year's conference in Manchester. This year, although the Madrid Conference addresses the usual topics covered in previous WG8.6 conferences, the emphasis is on the issue of open innovation and its relationships with technology transfer and diffusion in the field of information technology. This issue is deeply modifying the way that knowledge is generated, shared, transferred, diffused, and used across the world as a side effect of globalization. It affects the organizational structure, partnerships, roles assumed by stakeholders, and technology transfer and diffusion models and instruments. Industry, academia, and governments are simultaneously concerned. Although the concept applies to all industrial sectors, IT companies were early innovators. The analysis of the contents of this book allows the identification of some trends in technology transfer and diffusion issues as a part of the innovation process. The same problem is addressed in very different ways and extrapolation is not straightforward. Even innovation terminology is not clearly shared by different subcultures in the field.

This book presents a rich compilation of real-world cases on digitalization, aiming to share first-hand insights from renowned organizations and to make digitalization tangible. With all economic and societal sectors being challenged by emerging technologies, the digital economy is highly volatile, uncertain, complex, and ambiguous. It confronts established organizations with substantial challenges and opportunities. Against this backdrop, this book reports on best practices and lessons learned from organizations that succeeded in tackling the challenges and seizing the opportunities of the digital economy. It illustrates how twenty organizations leveraged their capabilities to create disruptive innovation, to develop digital business models, and to digitally transform themselves. These cases stem from various industries (e.g. automotive, insurance, consulting, and public services) and countries, covering the many facets that digitalization may have. As all case descriptions follow a unified template, they are easily accessible for readers and provide insightful examples for practitioners as well as interesting cases for researchers, teachers, and students. Almost every organization is trying to figure out how best to respond to the opportunities and threats posed by digitalization. This book provides valuable lessons from those organizations that have already begun their digital transformation journey. Michael D. Myers, Professor of Information Systems, University of Auckland Digitalization Cases provides firsthand insights into the efforts of renowned companies. The presented actions, results, and lessons learned are a great inspiration for managers, students, and academics. This book gives real pointers on the how and where to start. Anna Kopp, Head of IT Germany, Microsoft The cases compiled in the second volume of Digitalization Cases show how disruption can actively be managed. Further, long-term insights from extended success stories of the first edition highlight that courage to change pays off well. This book represents a motivation for organizations to drive their digital transformation journeys actively. Markus Richter, State Secretary at the Federal Ministry of the Interior, Building and Community and Federal Government Commissioner for Information Technology, Germany