Essec\Faculty\Model\Profile {#2233
  #_id: "B00759533"
  #_source: array:40 [
    "bid" => "B00759533"
    "academId" => "1966"
    "slug" => "huber-thomas"
    "fullName" => "Thomas HUBER"
    "lastName" => "HUBER"
    "firstName" => "Thomas"
    "title" => array:2 [
      "fr" => "Professeur associé"
      "en" => "Associate Professor"
    ]
    "email" => "huber@essec.edu"
    "status" => "ACTIF"
    "campus" => "Campus de Cergy"
    "departments" => []
    "phone" => "+33 (0) 1 34 43 32 41"
    "sites" => []
    "facNumber" => "1966"
    "externalCvUrl" => "https://faculty.essec.edu/cv/huber-thomas/pdf"
    "googleScholarUrl" => "https://scholar.google.com/citations?user=6tDog9MAAAAJ"
    "facOrcId" => "https://orcid.org/0000-0001-6230-1579"
    "career" => array:7 [
      0 => Essec\Faculty\Model\CareerItem {#2240
        #_index: null
        #_id: null
        #_source: array:7 [
          "startDate" => "2019-01-01"
          "endDate" => "2021-08-31"
          "isInternalPosition" => true
          "type" => array:2 [
            "fr" => "Positions académiques principales"
            "en" => "Full-time academic appointments"
          ]
          "label" => array:2 [
            "fr" => "Professeur assistant"
            "en" => "Assistant Professor"
          ]
          "institution" => array:2 [
            "fr" => "ESSEC Business School"
            "en" => "ESSEC Business School"
          ]
          "country" => array:2 [
            "fr" => "France"
            "en" => "France"
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      1 => Essec\Faculty\Model\CareerItem {#2241
        #_index: null
        #_id: null
        #_source: array:7 [
          "startDate" => "2015-01-01"
          "endDate" => "2015-12-31"
          "isInternalPosition" => true
          "type" => array:2 [
            "en" => "Other Academic Appointments"
            "fr" => "Autres positions académiques"
          ]
          "label" => array:2 [
            "fr" => "Chercheur Invité"
            "en" => "Visiting Scholar"
          ]
          "institution" => array:2 [
            "fr" => "Joseph M. Katz Graduate School of Business"
            "en" => "Joseph M. Katz Graduate School of Business"
          ]
          "country" => array:2 [
            "fr" => "États-Unis"
            "en" => "United States of America"
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      2 => Essec\Faculty\Model\CareerItem {#2242
        #_index: null
        #_id: null
        #_source: array:7 [
          "startDate" => "2012-01-01"
          "endDate" => "2012-12-31"
          "isInternalPosition" => true
          "type" => array:2 [
            "en" => "Other Academic Appointments"
            "fr" => "Autres positions académiques"
          ]
          "label" => array:2 [
            "fr" => "Chercheur Invité"
            "en" => "Visiting Scholar"
          ]
          "institution" => array:2 [
            "fr" => "Case Western Reserve University. Weatherhead School of Management"
            "en" => "Case Western Reserve University. Weatherhead School of Management"
          ]
          "country" => array:2 [
            "fr" => "États-Unis"
            "en" => "United States of America"
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      3 => Essec\Faculty\Model\CareerItem {#2243
        #_index: null
        #_id: null
        #_source: array:7 [
          "startDate" => "2013-09-01"
          "endDate" => "2018-12-31"
          "isInternalPosition" => true
          "type" => array:2 [
            "en" => "Other Academic Appointments"
            "fr" => "Autres positions académiques"
          ]
          "label" => array:2 [
            "fr" => "Senior Researcher ("Oberassistent")"
            "en" => "Senior Researcher ("Oberassistent")"
          ]
          "institution" => array:2 [
            "fr" => "Universität Bern"
            "en" => "Universität Bern"
          ]
          "country" => array:2 [
            "fr" => "Suisse"
            "en" => "Switzerland"
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      4 => Essec\Faculty\Model\CareerItem {#2244
        #_index: null
        #_id: null
        #_source: array:7 [
          "startDate" => "2010-01-01"
          "endDate" => "2013-08-31"
          "isInternalPosition" => true
          "type" => array:2 [
            "en" => "Other Academic Appointments"
            "fr" => "Autres positions académiques"
          ]
          "label" => array:2 [
            "fr" => "Research Assistant and Ph.D. Student"
            "en" => "Research Assistant and Ph.D. Student"
          ]
          "institution" => array:2 [
            "fr" => "Universität Bern"
            "en" => "Universität Bern"
          ]
          "country" => array:2 [
            "fr" => "Suisse"
            "en" => "Switzerland"
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      5 => Essec\Faculty\Model\CareerItem {#2245
        #_index: null
        #_id: null
        #_source: array:7 [
          "startDate" => "2021-09-01"
          "endDate" => null
          "isInternalPosition" => true
          "type" => array:2 [
            "fr" => "Positions académiques principales"
            "en" => "Full-time academic appointments"
          ]
          "label" => array:2 [
            "fr" => "Professeur associé"
            "en" => "Associate Professor"
          ]
          "institution" => array:2 [
            "fr" => "ESSEC Business School"
            "en" => "ESSEC Business School"
          ]
          "country" => array:2 [
            "fr" => "France"
            "en" => "France"
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      6 => Essec\Faculty\Model\CareerItem {#2246
        #_index: null
        #_id: null
        #_source: array:7 [
          "startDate" => "2024-10-31"
          "endDate" => "2025-09-30"
          "isInternalPosition" => true
          "type" => array:2 [
            "en" => "Other Academic Appointments"
            "fr" => "Autres positions académiques"
          ]
          "label" => array:2 [
            "fr" => "Directeur Exécutif de l’Exécutive Master in Digital Transformation"
            "en" => "Executive director of the Master in Digital Transformation"
          ]
          "institution" => array:2 [
            "fr" => "ESSEC Business School"
            "en" => "ESSEC Business School"
          ]
          "country" => array:2 [
            "fr" => "France"
            "en" => "France"
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
    ]
    "diplomes" => array:3 [
      0 => Essec\Faculty\Model\Diplome {#2235
        #_index: null
        #_id: null
        #_source: array:6 [
          "diplome" => "DIPLOMA"
          "type" => array:2 [
            "fr" => "Diplômes"
            "en" => "Diplomas"
          ]
          "year" => "2013"
          "label" => array:2 [
            "en" => "PhD in Information Systems"
            "fr" => "PhD en Systèmes d'Information"
          ]
          "institution" => array:2 [
            "fr" => "Universität Bern"
            "en" => "Universität Bern"
          ]
          "country" => array:2 [
            "fr" => "Suisse"
            "en" => "Switzerland"
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      1 => Essec\Faculty\Model\Diplome {#2237
        #_index: null
        #_id: null
        #_source: array:6 [
          "diplome" => "DIPLOMA"
          "type" => array:2 [
            "fr" => "Diplômes"
            "en" => "Diplomas"
          ]
          "year" => "2009"
          "label" => array:2 [
            "en" => "Diploma (combined Bachelor's and Master's degree) in Business Administration"
            "fr" => "Diploma (combinaison d'un Bachelor et un Master) en Administration des Entreprises"
          ]
          "institution" => array:2 [
            "fr" => "Universität Mannheim"
            "en" => "Universität Mannheim"
          ]
          "country" => array:2 [
            "fr" => "Allemagne"
            "en" => "Germany"
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      2 => Essec\Faculty\Model\Diplome {#2234
        #_index: null
        #_id: null
        #_source: array:6 [
          "diplome" => "DIPLOMA"
          "type" => array:2 [
            "fr" => "Diplômes"
            "en" => "Diplomas"
          ]
          "year" => "2013"
          "label" => array:2 [
            "en" => "Certificate of Advanced Studies in Higher Education"
            "fr" => "Certificate of Advanced Studies in Higher Education"
          ]
          "institution" => array:2 [
            "fr" => "Universität Bern"
            "en" => "Universität Bern"
          ]
          "country" => array:2 [
            "fr" => "Suisse"
            "en" => "Switzerland"
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
    ]
    "bio" => array:2 [
      "fr" => """
        <p>I am passionate about the managerial and societal oportunities and challenges related to modern information technology. I am particularly interested in understanding dynamics over time. Therefore, many of my projects take a process-theoretic stance. I explore my interest in IT-related change processes in three broad research areas:&nbsp;</p>\n
        \n
        <ul>\n
        \t<li><i>Managing Digital Transformation Processes:&nbsp;</i>Platform Ecosystems / Management of Large-Scale System Implementation Projects / Management of AI projects</li>\n
        \t<li><i>Governnace Dynamics in Software Development</i>: Dynamics of Contracts &amp; Controls / Managing Pardoxes &amp; Contradictions</li>\n
        \t<li><i>Digital collaboration:</i>&nbsp;Prototype Use / Distributed Agile Software Development</li>\n
        </ul>
        """
      "en" => """
        <p>I am passionate about the managerial and societal oportunities and challenges related to modern information technology. I am particularly interested in understanding dynamics over time. Therefore, many of my projects take a process-theoretic stance. I explore my interest in IT-related change processes in three broad research areas:&nbsp;</p>\n
        \n
        <ul>\n
        \t<li><i>Managing Digital Transformation Processes:&nbsp;</i>Platform Ecosystems / Management of Large-Scale System Implementation Projects / Management of AI projects</li>\n
        \t<li><i>Governnace Dynamics in Software Development</i>: Dynamics of Contracts &amp; Controls / Managing Pardoxes &amp; Contradictions</li>\n
        \t<li><i>Digital collaboration:</i>&nbsp;Prototype Use / Distributed Agile Software Development</li>\n
        </ul>
        """
    ]
    "department" => array:2 [
      "fr" => "Systèmes d'Information, Data Analytics et Opérations"
      "en" => "Information Systems, Data Analytics and Operations"
    ]
    "site" => array:2 [
      "fr" => ""
      "en" => ""
    ]
    "industrrySectors" => array:2 [
      "fr" => null
      "en" => null
    ]
    "researchFields" => array:2 [
      "fr" => "Transformation numérique - Dynamique de la gouvernance et du contrôle - Plates-formes - Externalisation"
      "en" => "Numerical transformation - Governance and control dynamics - Platforms - Outsourcing"
    ]
    "teachingFields" => array:2 [
      "fr" => "Gestion de la connaissance - Autre domaine - Management"
      "en" => "Knowledge Management - Other teaching domain - Management"
    ]
    "distinctions" => array:4 [
      0 => Essec\Faculty\Model\Distinction {#2247
        #_index: null
        #_id: null
        #_source: array:6 [
          "date" => "2020-03-20"
          "label" => array:2 [
            "fr" => "White Project , ESSEC Foundation"
            "en" => "White Project , ESSEC Foundation"
          ]
          "type" => array:2 [
            "fr" => "Bourses"
            "en" => "Grants"
          ]
          "tri" => " 2 "
          "institution" => array:2 [
            "fr" => null
            "en" => null
          ]
          "country" => array:2 [
            "fr" => null
            "en" => null
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      1 => Essec\Faculty\Model\Distinction {#2248
        #_index: null
        #_id: null
        #_source: array:6 [
          "date" => "2019-08-01"
          "label" => array:2 [
            "fr" => "Best Reviewer Award AMCIS 2019"
            "en" => "Best Reviewer Award AMCIS 2019"
          ]
          "type" => array:2 [
            "fr" => "Prix"
            "en" => "Awards"
          ]
          "tri" => " 1 "
          "institution" => array:2 [
            "fr" => null
            "en" => null
          ]
          "country" => array:2 [
            "fr" => null
            "en" => null
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      2 => Essec\Faculty\Model\Distinction {#2249
        #_index: null
        #_id: null
        #_source: array:6 [
          "date" => "2020-08-01"
          "label" => array:2 [
            "fr" => "Best Reviewer Award AMCIS 2020"
            "en" => "Best Reviewer Award AMCIS 2020"
          ]
          "type" => array:2 [
            "fr" => "Prix"
            "en" => "Awards"
          ]
          "tri" => " 1 "
          "institution" => array:2 [
            "fr" => null
            "en" => null
          ]
          "country" => array:2 [
            "fr" => null
            "en" => null
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      3 => Essec\Faculty\Model\Distinction {#2250
        #_index: null
        #_id: null
        #_source: array:6 [
          "date" => "2020-11-17"
          "label" => array:2 [
            "fr" => "Best Associate Editor, ICIS 2020 (Track: Societal Impact of IS)"
            "en" => "Best Associate Editor, ICIS 2020 (Track: Societal Impact of IS)"
          ]
          "type" => array:2 [
            "fr" => "Prix"
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          ]
          "tri" => " 1 "
          "institution" => array:2 [
            "fr" => null
            "en" => null
          ]
          "country" => array:2 [
            "fr" => null
            "en" => null
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
    ]
    "teaching" => []
    "otherActivities" => array:4 [
      0 => Essec\Faculty\Model\ExtraActivity {#2238
        #_index: null
        #_id: null
        #_source: array:9 [
          "startDate" => "2017-01-01"
          "endDate" => null
          "year" => null
          "uuid" => "202"
          "type" => array:2 [
            "fr" => "Activités de recherche"
            "en" => "Research activities"
          ]
          "subType" => array:2 [
            "fr" => "Fonction dans une association académique"
            "en" => "Function in an academic association"
          ]
          "label" => array:2 [
            "fr" => "Membre Fondateur de AIS Special Interest Group on Advances in Sourcing"
            "en" => "Founding Member of the AIS Special Interest Group on Advances in Sourcing"
          ]
          "institution" => array:2 [
            "fr" => null
            "en" => null
          ]
          "country" => array:2 [
            "fr" => null
            "en" => null
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      1 => Essec\Faculty\Model\ExtraActivity {#2232
        #_index: null
        #_id: null
        #_source: array:9 [
          "startDate" => "2017-01-01"
          "endDate" => null
          "year" => null
          "uuid" => "202"
          "type" => array:2 [
            "fr" => "Activités de recherche"
            "en" => "Research activities"
          ]
          "subType" => array:2 [
            "fr" => "Fonction dans une association académique"
            "en" => "Function in an academic association"
          ]
          "label" => array:2 [
            "fr" => "Directeur Médias et Communication de AIS Special Interest Group on Advances in Sourcing"
            "en" => "Media and Communciations Director of the AIS Special Interest Group on Advances in Sourcing"
          ]
          "institution" => array:2 [
            "fr" => null
            "en" => null
          ]
          "country" => array:2 [
            "fr" => null
            "en" => null
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      2 => Essec\Faculty\Model\ExtraActivity {#2236
        #_index: null
        #_id: null
        #_source: array:9 [
          "startDate" => "2014-01-01"
          "endDate" => "2020-12-31"
          "year" => null
          "uuid" => "599"
          "type" => array:2 [
            "fr" => "Activités professionnelles"
            "en" => "Professional activities"
          ]
          "subType" => array:2 [
            "fr" => "Autre activité professionnelle"
            "en" => "Other professional activity"
          ]
          "label" => array:2 [
            "fr" => "Associate Editor for major IS conferences (ICIS, ECIS, AMCIS, HICSS)"
            "en" => "Associate Editor for major IS conferences (ICIS, ECIS, AMCIS, HICSS)"
          ]
          "institution" => array:2 [
            "fr" => null
            "en" => null
          ]
          "country" => array:2 [
            "fr" => null
            "en" => null
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
      3 => Essec\Faculty\Model\ExtraActivity {#2239
        #_index: null
        #_id: null
        #_source: array:9 [
          "startDate" => "2013-01-01"
          "endDate" => "2020-12-31"
          "year" => null
          "uuid" => "599"
          "type" => array:2 [
            "fr" => "Activités professionnelles"
            "en" => "Professional activities"
          ]
          "subType" => array:2 [
            "fr" => "Autre activité professionnelle"
            "en" => "Other professional activity"
          ]
          "label" => array:2 [
            "fr" => "Reviewer for major IS and management journals (Business & Information Systems Engineering, European Journal of Information Systems, Information Systems Journal, Journal of Business Economics, Journal of Information Technology, Journal of the Association of Information Systems, Journal of Management Information Systems, The DATA BASE for Advances in Information Systems, Information Systems Research)"
            "en" => "Reviewer for major IS and management journals (Business & Information Systems Engineering, European Journal of Information Systems, Information Systems Journal, Journal of Business Economics, Journal of Information Technology, Journal of the Association of Information Systems, Journal of Management Information Systems, The DATA BASE for Advances in Information Systems, Information Systems Research)"
          ]
          "institution" => array:2 [
            "fr" => null
            "en" => null
          ]
          "country" => array:2 [
            "fr" => null
            "en" => null
          ]
        ]
        +lang: "fr"
        +"parent": Essec\Faculty\Model\Profile {#2233}
      }
    ]
    "theses" => []
    "indexedAt" => "2024-12-21T18:21:23.000Z"
    "contributions" => array:21 [
      0 => Essec\Faculty\Model\Contribution {#2252
        #_index: "academ_contributions"
        #_id: "1291"
        #_source: array:18 [
          "id" => "1291"
          "slug" => "governance-practices-in-platform-ecosystems-navigating-tensions-between-cocreated-value-and-governance-costs"
          "yearMonth" => "2017-06"
          "year" => "2017"
          "title" => "Governance Practices in Platform Ecosystems: Navigating Tensions Between Cocreated Value and Governance Costs"
          "description" => "HUBER, T., KUDE, T. et DIBBERN, J. (2017). Governance Practices in Platform Ecosystems: Navigating Tensions Between Cocreated Value and Governance Costs. <i>Information Systems Research</i>, 28(3), pp. 563-584."
          "authors" => array:3 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:2 [
              "name" => "KUDE Thomas"
              "bid" => "B00703792"
            ]
            2 => array:1 [
              "name" => "DIBBERN J."
            ]
          ]
          "ouvrage" => ""
          "keywords" => array:10 [
            0 => "Platform ecosystems"
            1 => "Design"
            2 => "Governance practices"
            3 => "Governance costs"
            4 => "Value cocreation"
            5 => "Dyadic governance tension"
            6 => "Enterprise software"
            7 => "Process model"
            8 => "Virtuous cycle"
            9 => "Vicious cycle"
          ]
          "updatedAt" => "2021-09-24 10:33:27"
          "publicationUrl" => "https://pubsonline.informs.org/doi/10.1287/isre.2017.0701"
          "publicationInfo" => array:3 [
            "pages" => "563-584"
            "volume" => "28"
            "number" => "3"
          ]
          "type" => array:2 [
            "fr" => "Articles"
            "en" => "Journal articles"
          ]
          "support_type" => array:2 [
            "fr" => "Revue scientifique"
            "en" => "Scientific journal"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "Based on an exploratory multiple-case study in two platform ecosystems, we develop a process theory that explains how and why different ways of practicing ecosystem-wide governance are more or less successful in navigating the tension between cocreated value and governance costs. Our process theory shows that how ecosystem-wide rules and values are practiced considerably varies and changes over time. Initially, governance practices follow ecosystem-wide rules; if and how practices shift toward going beyond the rules hinges on specific necessary conditions. Irrespective of which governance route is taken, the tension between cocreated value and governance costs is more successfully addressed if practices are sensitive to ecosystem-wide values."
            "en" => "Based on an exploratory multiple-case study in two platform ecosystems, we develop a process theory that explains how and why different ways of practicing ecosystem-wide governance are more or less successful in navigating the tension between cocreated value and governance costs. Our process theory shows that how ecosystem-wide rules and values are practiced considerably varies and changes over time. Initially, governance practices follow ecosystem-wide rules; if and how practices shift toward going beyond the rules hinges on specific necessary conditions. Irrespective of which governance route is taken, the tension between cocreated value and governance costs is more successfully addressed if practices are sensitive to ecosystem-wide values."
          ]
          "authors_fields" => array:2 [
            "fr" => "Management"
            "en" => "Management"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      1 => Essec\Faculty\Model\Contribution {#2254
        #_index: "academ_contributions"
        #_id: "14791"
        #_source: array:18 [
          "id" => "14791"
          "slug" => "the-ethical-dilemmas-of-ai-powered-governance-systems"
          "yearMonth" => "2021-01"
          "year" => "2021"
          "title" => "The Ethical Dilemmas of AI-Powered Governance Systems"
          "description" => "HUBER, T. (2021). The Ethical Dilemmas of AI-Powered Governance Systems. <i>ESSEC Knowledge</i>."
          "authors" => array:1 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
          ]
          "ouvrage" => ""
          "keywords" => []
          "updatedAt" => "2024-05-15 11:01:27"
          "publicationUrl" => null
          "publicationInfo" => array:3 [
            "pages" => ""
            "volume" => ""
            "number" => ""
          ]
          "type" => array:2 [
            "fr" => "Articles ou vidéos de vulgarisation"
            "en" => "Press article, video or other popular media"
          ]
          "support_type" => array:2 [
            "fr" => "Presse"
            "en" => "Press"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => ""
            "en" => ""
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      2 => Essec\Faculty\Model\Contribution {#2256
        #_index: "academ_contributions"
        #_id: "10522"
        #_source: array:18 [
          "id" => "10522"
          "slug" => "a-process-model-of-complementarity-and-substitution-of-contractual-and-relational-governance-in-is-outsourcing"
          "yearMonth" => "2013-01"
          "year" => "2013"
          "title" => "A Process Model of Complementarity and Substitution of Contractual and Relational Governance in IS Outsourcing"
          "description" => "HUBER, T.L., FISCHER, T., DIBBERN, J. et HIRSCHHEIM, R. (2013). A Process Model of Complementarity and Substitution of Contractual and Relational Governance in IS Outsourcing. <i>Journal of Management Information Systems</i>, 30(3), pp. 81-114."
          "authors" => array:4 [
            0 => array:3 [
              "name" => "HUBER Thomas L."
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "FISCHER Thomas"
            ]
            2 => array:1 [
              "name" => "DIBBERN Jens"
            ]
            3 => array:1 [
              "name" => "HIRSCHHEIM Rudy"
            ]
          ]
          "ouvrage" => ""
          "keywords" => []
          "updatedAt" => "2021-07-13 14:31:37"
          "publicationUrl" => "https://www.researchgate.net/publication/259011000_A_Process_Model_of_Complementarity_and_Substitution_of_Contractual_and_Relational_Governance_in_IS_Outsourcing"
          "publicationInfo" => array:3 [
            "pages" => "81-114"
            "volume" => "30"
            "number" => "3"
          ]
          "type" => array:2 [
            "fr" => "Articles"
            "en" => "Journal articles"
          ]
          "support_type" => array:2 [
            "fr" => "Revue scientifique"
            "en" => "Scientific journal"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "This paper develops a process model of how and why complementarity and substitution form over time between contractual and relational governance in the context of IS outsourcing. Our analysis identifies four distinct process patterns that explain this formation as the outcome of interaction processes between key elements of both contractual and relational governance. These patterns unveil the dynamic nature of complementarity and substitution. In particular, we show that the relationship between contractual and relational governance oscillates between complementarity and substitution. Those oscillations are triggered mainly by three types of contextual events (goal fuzziness, goal conflict, and goal misalignment). Surprisingly, substitution of informal control did not occur as an immediate reaction to external events but emerged as a consequence of preceding complementarity. Thus, our study challenges the prevailing view of an either/or dichotomy of complementarity and substitution by showing that they are causally connected over time."
            "en" => "This paper develops a process model of how and why complementarity and substitution form over time between contractual and relational governance in the context of IS outsourcing. Our analysis identifies four distinct process patterns that explain this formation as the outcome of interaction processes between key elements of both contractual and relational governance. These patterns unveil the dynamic nature of complementarity and substitution. In particular, we show that the relationship between contractual and relational governance oscillates between complementarity and substitution. Those oscillations are triggered mainly by three types of contextual events (goal fuzziness, goal conflict, and goal misalignment). Surprisingly, substitution of informal control did not occur as an immediate reaction to external events but emerged as a consequence of preceding complementarity. Thus, our study challenges the prevailing view of an either/or dichotomy of complementarity and substitution by showing that they are causally connected over time."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      3 => Essec\Faculty\Model\Contribution {#2253
        #_index: "academ_contributions"
        #_id: "10707"
        #_source: array:18 [
          "id" => "10707"
          "slug" => "the-use-of-prototypes-to-bridge-knowledge-boundaries-in-agile-software-development"
          "yearMonth" => "2020-03"
          "year" => "2020"
          "title" => "The use of prototypes to bridge knowledge boundaries in agile software development"
          "description" => "HUBER, T., WINKER, M., DIBBERN, J. et BROWN, C. (2020). The use of prototypes to bridge knowledge boundaries in agile software development. <i>Information Systems Journal</i>, 30(11), pp. 270-294."
          "authors" => array:4 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "WINKER M."
            ]
            2 => array:1 [
              "name" => "DIBBERN J."
            ]
            3 => array:1 [
              "name" => "BROWN C."
            ]
          ]
          "ouvrage" => ""
          "keywords" => []
          "updatedAt" => "2021-09-24 10:33:27"
          "publicationUrl" => "https://onlinelibrary.wiley.com/doi/pdf/10.1111/isj.12261"
          "publicationInfo" => array:3 [
            "pages" => "270-294"
            "volume" => "30"
            "number" => "11"
          ]
          "type" => array:2 [
            "fr" => "Articles"
            "en" => "Journal articles"
          ]
          "support_type" => array:2 [
            "fr" => "Revue scientifique"
            "en" => "Scientific journal"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "Bridging knowledge boundaries among project team members is essential to prevent delays or complete failure of software development projects. Prior researchers have reported that software prototypes can be used to help bridge knowledge boundaries between team members in traditional software development settings, yet their use in an agile development setting remains unexplored. Agile development centers the interactions between team members on emerging representations of the prototype whose properties are prone to change over time. Therefore, we conducted an in‐depth study of an agile development project to enhance our understanding on how software prototypes are used as boundary objects in a distributed team setting. Our analyses of team member interactions during 46 virtual meetings that took place over a period of 6 months revealed four different prototype use practices (exemplifying, contrasting, relating, framing) that were effective in bridging syntactic, semantic, or pragmatic knowledge boundaries. We also provide empirically grounded evidence of how variations in object properties can afford different use practices, how the use practices take advantage of these properties, and how object properties are reshaped through these use practices as different types of knowledge boundaries are bridged. These findings bear important implications for research on prototypes as boundary objects in software development in particular and boundary object use in general."
            "en" => "Bridging knowledge boundaries among project team members is essential to prevent delays or complete failure of software development projects. Prior researchers have reported that software prototypes can be used to help bridge knowledge boundaries between team members in traditional software development settings, yet their use in an agile development setting remains unexplored. Agile development centers the interactions between team members on emerging representations of the prototype whose properties are prone to change over time. Therefore, we conducted an in‐depth study of an agile development project to enhance our understanding on how software prototypes are used as boundary objects in a distributed team setting. Our analyses of team member interactions during 46 virtual meetings that took place over a period of 6 months revealed four different prototype use practices (exemplifying, contrasting, relating, framing) that were effective in bridging syntactic, semantic, or pragmatic knowledge boundaries. We also provide empirically grounded evidence of how variations in object properties can afford different use practices, how the use practices take advantage of these properties, and how object properties are reshaped through these use practices as different types of knowledge boundaries are bridged. These findings bear important implications for research on prototypes as boundary objects in software development in particular and boundary object use in general."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      4 => Essec\Faculty\Model\Contribution {#2257
        #_index: "academ_contributions"
        #_id: "10787"
        #_source: array:18 [
          "id" => "10787"
          "slug" => "successfully-governing-software-ecosystems-competence-profiles-of-partnership-managers"
          "yearMonth" => "2019-05"
          "year" => "2019"
          "title" => "Successfully Governing Software Ecosystems: Competence Profiles of Partnership Managers"
          "description" => "KUDE, T., HUBER, T. et DIBBERN, J. (2019). Successfully Governing Software Ecosystems: Competence Profiles of Partnership Managers. <i>IEEE Software</i>, 36(3), pp. 39-44."
          "authors" => array:3 [
            0 => array:2 [
              "name" => "KUDE Thomas"
              "bid" => "B00703792"
            ]
            1 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            2 => array:1 [
              "name" => "DIBBERN J."
            ]
          ]
          "ouvrage" => ""
          "keywords" => []
          "updatedAt" => "2021-09-24 10:33:27"
          "publicationUrl" => "https://www.researchgate.net/publication/328434298_Successfully_Governing_Software_Ecosystems_Competence_Profiles_of_Partnership_Managers"
          "publicationInfo" => array:3 [
            "pages" => "39-44"
            "volume" => "36"
            "number" => "3"
          ]
          "type" => array:2 [
            "fr" => "Articles"
            "en" => "Journal articles"
          ]
          "support_type" => array:2 [
            "fr" => "Revue professionnelle"
            "en" => "Professional journal"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "The emergence of software platforms and ecosystems has led platform owners to create the new role of the partnership manager—responsible for putting their partner programs into practice. However, there is little guidance as to what the required competences for this new role are. Based on studying a multitude of partnerships in different software ecosystems, we derive two typical competence profiles of partnership managers that provide the basis to either governing partnerships in an arm’s length or dyadic style. The competence profiles help platform owners to systemically develop and deploy the competencies of their partnership managers. We further discuss how the profiles help platform owners to start, grow, and manage software ecosystems. Finally, we discuss insights for complementors."
            "en" => "The emergence of software platforms and ecosystems has led platform owners to create the new role of the partnership manager—responsible for putting their partner programs into practice. However, there is little guidance as to what the required competences for this new role are. Based on studying a multitude of partnerships in different software ecosystems, we derive two typical competence profiles of partnership managers that provide the basis to either governing partnerships in an arm’s length or dyadic style. The competence profiles help platform owners to systemically develop and deploy the competencies of their partnership managers. We further discuss how the profiles help platform owners to start, grow, and manage software ecosystems. Finally, we discuss insights for complementors."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      5 => Essec\Faculty\Model\Contribution {#2251
        #_index: "academ_contributions"
        #_id: "10948"
        #_source: array:18 [
          "id" => "10948"
          "slug" => "complementor-dedication-in-platform-ecosystems-rule-adequacy-and-the-moderating-role-of-flexible-and-benevolent-practices"
          "yearMonth" => "2021-06"
          "year" => "2021"
          "title" => "Complementor Dedication in Platform Ecosystems: Rule Adequacy and the Moderating Role of Flexible and Benevolent Practices"
          "description" => "HURNI, T., HUBER, T., JENS, D. et KRANCHER, O. (2021). Complementor Dedication in Platform Ecosystems: Rule Adequacy and the Moderating Role of Flexible and Benevolent Practices. <i>European Journal of Information Systems</i>, 30(3), pp. 237-260."
          "authors" => array:4 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "HURNI Thomas"
            ]
            2 => array:1 [
              "name" => "JENS Dibbern"
            ]
            3 => array:1 [
              "name" => "KRANCHER Oliver"
            ]
          ]
          "ouvrage" => ""
          "keywords" => array:8 [
            0 => "Platform ecosystems"
            1 => "complementor dedication"
            2 => "platform governance"
            3 => "rule adequacy"
            4 => "governance practices"
            5 => "flexibility"
            6 => "benevolence"
            7 => "three-way interaction"
          ]
          "updatedAt" => "2021-09-24 10:33:27"
          "publicationUrl" => "https://doi.org/10.1080/0960085X.2020.1779621"
          "publicationInfo" => array:3 [
            "pages" => "237-260"
            "volume" => "30"
            "number" => "3"
          ]
          "type" => array:2 [
            "fr" => "Articles"
            "en" => "Journal articles"
          ]
          "support_type" => array:2 [
            "fr" => "Revue scientifique"
            "en" => "Scientific journal"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "Dedicated complementors are devoted, faithful, and willing to invest in their partnership with a platform owner. Since such complementors promise continuous value co-creation, complementor dedication is an essential objective of platform governance. Howev"
            "en" => "Dedicated complementors are devoted, faithful, and willing to invest in their partnership with a platform owner. Since such complementors promise continuous value co-creation, complementor dedication is an essential objective of platform governance. Howev"
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      6 => Essec\Faculty\Model\Contribution {#2255
        #_index: "academ_contributions"
        #_id: "10952"
        #_source: array:18 [
          "id" => "10952"
          "slug" => "emerging-innovation-ecosystems-the-critical-role-of-distributed-innovation-agency"
          "yearMonth" => "2020-07"
          "year" => "2020"
          "title" => "Emerging Innovation Ecosystems: The Critical Role of Distributed Innovation Agency"
          "description" => "HURNI, T., DIBBERN, J. et HUBER, T. (2020). Emerging Innovation Ecosystems: The Critical Role of Distributed Innovation Agency. Dans: Rudy Hirschheim, Armin Heinzl, Jens Dibbern eds. <i>Information Systems Outsourcing. The Era of Digital Transformation</i>. 1st ed. Springer, pp. 101-143."
          "authors" => array:3 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "HURNI T."
            ]
            2 => array:1 [
              "name" => "DIBBERN J."
            ]
          ]
          "ouvrage" => "Information Systems Outsourcing. The Era of Digital Transformation"
          "keywords" => []
          "updatedAt" => "2021-11-04 17:39:02"
          "publicationUrl" => null
          "publicationInfo" => array:3 [
            "pages" => "101-143"
            "volume" => ""
            "number" => ""
          ]
          "type" => array:2 [
            "fr" => "Chapitres"
            "en" => "Book chapters"
          ]
          "support_type" => array:2 [
            "fr" => "Editeur"
            "en" => "Publisher"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => ""
            "en" => ""
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      7 => Essec\Faculty\Model\Contribution {#2258
        #_index: "academ_contributions"
        #_id: "10953"
        #_source: array:18 [
          "id" => "10953"
          "slug" => "how-and-why-software-outsourcing-projects-drift-an-actor-network-theoretic-investigation-of-control-processes"
          "yearMonth" => "2020-07"
          "year" => "2020"
          "title" => "How and Why Software Outsourcing Projects Drift—an Actor-Network-Theoretic Investigation of Control Processes"
          "description" => "HUBER, T., DIBBERN, J. et FISCHER, T. (2020). How and Why Software Outsourcing Projects Drift—an Actor-Network-Theoretic Investigation of Control Processes. Dans: Rudy Hirschheim, Armin Heinzl, Jens Dibbern eds. <i>Information Systems Outsourcing. The Era of Digital Transformation</i>. 1st ed. Springer, pp. 277-312."
          "authors" => array:3 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "DIBBERN J."
            ]
            2 => array:1 [
              "name" => "FISCHER T."
            ]
          ]
          "ouvrage" => "Information Systems Outsourcing. The Era of Digital Transformation"
          "keywords" => []
          "updatedAt" => "2023-01-27 01:00:36"
          "publicationUrl" => null
          "publicationInfo" => array:3 [
            "pages" => "277-312"
            "volume" => ""
            "number" => ""
          ]
          "type" => array:2 [
            "fr" => "Chapitres"
            "en" => "Book chapters"
          ]
          "support_type" => array:2 [
            "fr" => "Editeur"
            "en" => "Publisher"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "This study seeks to explain the perplexing phenomenon that many software outsourcing projects drift away from their initial goals. The drift process differs depending on interconnected changes."
            "en" => "This study seeks to explain the perplexing phenomenon that many software outsourcing projects drift away from their initial goals. The drift process differs depending on interconnected changes."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      8 => Essec\Faculty\Model\Contribution {#2259
        #_index: "academ_contributions"
        #_id: "11212"
        #_source: array:18 [
          "id" => "11212"
          "slug" => "dynamics-of-governance-and-control-in-inter-organizational-software-development"
          "yearMonth" => "2013-07"
          "year" => "2013"
          "title" => "Dynamics of Governance and Control in Inter-Organizational Software Development"
          "description" => "HUBER, T. (2013). <i>Dynamics of Governance and Control in Inter-Organizational Software Development</i>. Bern: University of Bern."
          "authors" => array:1 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
          ]
          "ouvrage" => ""
          "keywords" => []
          "updatedAt" => "2022-06-03 10:29:42"
          "publicationUrl" => null
          "publicationInfo" => array:3 [
            "pages" => ""
            "volume" => ""
            "number" => ""
          ]
          "type" => array:2 [
            "fr" => "Livres"
            "en" => "Books"
          ]
          "support_type" => array:2 [
            "fr" => "Editeur"
            "en" => "Publisher"
          ]
          "countries" => array:2 [
            "fr" => "Suisse"
            "en" => "Switzerland"
          ]
          "abstract" => array:2 [
            "fr" => "In recent years, development of information systems (IS) has rapidly changed towards increasing division of labor between firms. Two trends are emerging. First, client companies increasingly outsource software development to external service providers. Second, the formerly oligopolistic enterprise application software industry has started to disintegrate into focal partnership networks – so called platform ecosystems. Despite the increasing prominence of IS outsourcing and platform ecosystems, many of these inter-organizational partnerships fail to achieve expected benefits. Ineffective governance and control frequently plays a pivotal role in producing these failures. While designing effective governance and control mechanisms is always challenging, inter-organizational software development projects are often business-critical and exhibit additional dynamics and uncertainty. As a consequence governance and control have to be adapted over time. The three research projects included in this book provide a better understanding of how and why governance and control can be effectively adapted over time. The implications for successful management of inter-organizational software development projects are highly relevant for theory and practice."
            "en" => "In recent years, development of information systems (IS) has rapidly changed towards increasing division of labor between firms. Two trends are emerging. First, client companies increasingly outsource software development to external service providers. Second, the formerly oligopolistic enterprise application software industry has started to disintegrate into focal partnership networks – so called platform ecosystems. Despite the increasing prominence of IS outsourcing and platform ecosystems, many of these inter-organizational partnerships fail to achieve expected benefits. Ineffective governance and control frequently plays a pivotal role in producing these failures. While designing effective governance and control mechanisms is always challenging, inter-organizational software development projects are often business-critical and exhibit additional dynamics and uncertainty. As a consequence governance and control have to be adapted over time. The three research projects included in this book provide a better understanding of how and why governance and control can be effectively adapted over time. The implications for successful management of inter-organizational software development projects are highly relevant for theory and practice."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      9 => Essec\Faculty\Model\Contribution {#2260
        #_index: "academ_contributions"
        #_id: "11208"
        #_source: array:18 [
          "id" => "11208"
          "slug" => "contractual-and-relational-governance-as-substitutes-and-complements-explaining-the-development-of-different-relationships"
          "yearMonth" => "2011-03"
          "year" => "2011"
          "title" => "Contractual and Relational Governance as Substitutes and Complements – Explaining the Development of Different Relationships"
          "description" => "FISCHER, T.A., HUBER, T. et DIBBERN, J. (2011). Contractual and Relational Governance as Substitutes and Complements – Explaining the Development of Different Relationships. Dans: Armin Heinzl, Peter Buxmann, Oliver Wendt, Tim Weitzel eds. <i>Theory-Guided Modeling and Empiricism in Information Systems Research</i>. 1 ed. Cham: Springer, pp. 65-83."
          "authors" => array:3 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "FISCHER Thomas A."
            ]
            2 => array:1 [
              "name" => "DIBBERN Jens"
            ]
          ]
          "ouvrage" => "Theory-Guided Modeling and Empiricism in Information Systems Research"
          "keywords" => []
          "updatedAt" => "2024-05-15 10:32:15"
          "publicationUrl" => "https://link.springer.com/chapter/10.1007/978-3-7908-2781-1_4"
          "publicationInfo" => array:3 [
            "pages" => "65-83"
            "volume" => ""
            "number" => ""
          ]
          "type" => array:2 [
            "fr" => "Chapitres"
            "en" => "Book chapters"
          ]
          "support_type" => array:2 [
            "fr" => "Editeur"
            "en" => "Publisher"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "For a long time research on the management of IS outsourcing projects viewed relational and contractual governance as substitutes. However, subsequent studies provided empirical evidence for the complementary view. Recently, some authors supported the notion that relational and contractual governance mechanisms can simultaneously be complements and substitutes. Given these inconsistencies the question arises how contractual and relational governance become substitutes or complements. We investigate whether the relationship between governance mechanisms is the outcome of distinctprocesses of interaction between contractual and relational governance. For that purpose, we conduct an exploratory multiple-case study of five IS outsourcing projects at a leading global bank. We identify three archetypical processes illustrating how the interaction between relational and contractual governance can result in a complementary relationship. In addition, we discover one process explaining their substitution. The results of our study propose a shift in perspective. While former studies focused on explaining whether contractual and relational governance are complements or substitutes, we answer the question how and why they become complements and substitutes. Based on our findings, we give implications for further research."
            "en" => "For a long time research on the management of IS outsourcing projects viewed relational and contractual governance as substitutes. However, subsequent studies provided empirical evidence for the complementary view. Recently, some authors supported the notion that relational and contractual governance mechanisms can simultaneously be complements and substitutes. Given these inconsistencies the question arises how contractual and relational governance become substitutes or complements. We investigate whether the relationship between governance mechanisms is the outcome of distinctprocesses of interaction between contractual and relational governance. For that purpose, we conduct an exploratory multiple-case study of five IS outsourcing projects at a leading global bank. We identify three archetypical processes illustrating how the interaction between relational and contractual governance can result in a complementary relationship. In addition, we discover one process explaining their substitution. The results of our study propose a shift in perspective. While former studies focused on explaining whether contractual and relational governance are complements or substitutes, we answer the question how and why they become complements and substitutes. Based on our findings, we give implications for further research."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      10 => Essec\Faculty\Model\Contribution {#2261
        #_index: "academ_contributions"
        #_id: "11209"
        #_source: array:18 [
          "id" => "11209"
          "slug" => "governance-mechanisms-as-substitutes-and-complements-a-dynamic-perspective-on-the-interplay-between-contractual-and-relational-governance"
          "yearMonth" => "2011-01"
          "year" => "2011"
          "title" => "Governance Mechanisms as Substitutes and Complements – A Dynamic Perspective on the Interplay between Contractual and Relational Governance"
          "description" => "HUBER, T., FISCHER, T.A. et DIBBERN, J. (2011). Governance Mechanisms as Substitutes and Complements – A Dynamic Perspective on the Interplay between Contractual and Relational Governance. Dans: Julia Kotlarsky, Leslie P. Willcocks, Ilan Oshri eds. <i>New Studies in Global IT and Business Service Outsourcing</i>. 1st ed. Cham: Springer Berlin Heidelberg, pp. 46-65."
          "authors" => array:3 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "FISCHER Thomas A."
            ]
            2 => array:1 [
              "name" => "DIBBERN Jens"
            ]
          ]
          "ouvrage" => "New Studies in Global IT and Business Service Outsourcing"
          "keywords" => array:1 [
            0 => "IS outsourcing governance"
          ]
          "updatedAt" => "2024-05-15 10:28:48"
          "publicationUrl" => "https://link.springer.com/chapter/10.1007/978-3-642-24815-3_3"
          "publicationInfo" => array:3 [
            "pages" => "46-65"
            "volume" => ""
            "number" => ""
          ]
          "type" => array:2 [
            "fr" => "Chapitres"
            "en" => "Book chapters"
          ]
          "support_type" => array:2 [
            "fr" => "Editeur"
            "en" => "Publisher"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => """
              In recent years scholars have discussed the relationship between contractual and relational governance in information systems (IS) outsourcing. Findings regarding this relationship are still mixed. Some hint at a substitutional relationship, others at a complementary relationship. Moreover novel investigations favor another argument: relational and contractual governance mechanisms can simultaneously be complements and substitutes.\n
              If governance mechanisms can be both, substitutes and complements, the question arises whether the relationship between different types of governance mechanisms is the outcome of distinct processes of interaction. To answer this question we conducted an exploratory, multiple-case study of five IS outsourcing projects at a leading global bank. We identified four archetypical interaction processes (archetypes): Three archetypes yield complementary relationships, one yields a substitutional relationship. Based on these findings, we searched for patterns in the occurrence of the archetypes as well as for their underlying reasons.
              """
            "en" => """
              In recent years scholars have discussed the relationship between contractual and relational governance in information systems (IS) outsourcing. Findings regarding this relationship are still mixed. Some hint at a substitutional relationship, others at a complementary relationship. Moreover novel investigations favor another argument: relational and contractual governance mechanisms can simultaneously be complements and substitutes.\n
              If governance mechanisms can be both, substitutes and complements, the question arises whether the relationship between different types of governance mechanisms is the outcome of distinct processes of interaction. To answer this question we conducted an exploratory, multiple-case study of five IS outsourcing projects at a leading global bank. We identified four archetypical interaction processes (archetypes): Three archetypes yield complementary relationships, one yields a substitutional relationship. Based on these findings, we searched for patterns in the occurrence of the archetypes as well as for their underlying reasons.
              """
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      11 => Essec\Faculty\Model\Contribution {#2262
        #_index: "academ_contributions"
        #_id: "11210"
        #_source: array:18 [
          "id" => "11210"
          "slug" => "how-collaboration-software-enables-globally-distributed-software-development-teams-to-become-agile-an-effective-use-perspective"
          "yearMonth" => "2014-01"
          "year" => "2014"
          "title" => "How Collaboration Software Enables Globally Distributed Software Development Teams to Become Agile - An Effective Use Perspective"
          "description" => "HUBER, T. et DIBBERN, J. (2014). How Collaboration Software Enables Globally Distributed Software Development Teams to Become Agile - An Effective Use Perspective. Dans: Julia Kotlarsky, Ilan Oshri, Leslie P. Willcocks eds. <i>Governing Sourcing Relationships. A Collection of Studies at the Country, Sector and Firm Level</i>. 1st ed. Cham: Springer International Publishing, pp. 49-63."
          "authors" => array:2 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "DIBBERN Jens"
            ]
          ]
          "ouvrage" => "Governing Sourcing Relationships. A Collection of Studies at the Country, Sector and Firm Level"
          "keywords" => array:2 [
            0 => "Collaboration Software"
            1 => "agile teams"
          ]
          "updatedAt" => "2024-05-15 10:51:34"
          "publicationUrl" => "https://link.springer.com/chapter/10.1007/978-3-319-11367-8_4"
          "publicationInfo" => array:3 [
            "pages" => "49-63"
            "volume" => ""
            "number" => ""
          ]
          "type" => array:2 [
            "fr" => "Chapitres"
            "en" => "Book chapters"
          ]
          "support_type" => array:2 [
            "fr" => "Editeur"
            "en" => "Publisher"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "Offshored, distributed teams increasingly use agile software development methodologies. Since agile software development practices were originally developed for co-located teams, distributed teams are required to use tools in order to achieve agility. This study is the first to adopt the lens of effective use theory in order to explore the role of tools in achieving agility, and other favorable project outcomes despite geographic distribution. First, we present Effective Use Theory and contextualize it for outsourced, agile software development projects. After this contextualization of Effective Use Theory, we present our exploratory, longitudinal case study and the four data sources we will use as a basis for our empirical investigation. Then, we develop measures that will enable us to study effective use behaviors empirically for the first time. The paper ends with expected results and implications for literature on IS outsourcing, agile software development, tool use literature, and for managerial practice."
            "en" => "Offshored, distributed teams increasingly use agile software development methodologies. Since agile software development practices were originally developed for co-located teams, distributed teams are required to use tools in order to achieve agility. This study is the first to adopt the lens of effective use theory in order to explore the role of tools in achieving agility, and other favorable project outcomes despite geographic distribution. First, we present Effective Use Theory and contextualize it for outsourced, agile software development projects. After this contextualization of Effective Use Theory, we present our exploratory, longitudinal case study and the four data sources we will use as a basis for our empirical investigation. Then, we develop measures that will enable us to study effective use behaviors empirically for the first time. The paper ends with expected results and implications for literature on IS outsourcing, agile software development, tool use literature, and for managerial practice."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      12 => Essec\Faculty\Model\Contribution {#2263
        #_index: "academ_contributions"
        #_id: "11211"
        #_source: array:18 [
          "id" => "11211"
          "slug" => "the-emergence-of-formal-control-specificity-in-information-systems-outsourcing-a-process-view"
          "yearMonth" => "2014-01"
          "year" => "2014"
          "title" => "The Emergence of Formal Control Specificity in Information Systems Outsourcing: A Process-View"
          "description" => "HUBER, T., FISCHER, T.A. et DIBBERN, J. (2014). The Emergence of Formal Control Specificity in Information Systems Outsourcing: A Process-View. Dans: Rudy Hirschheim, Armin Heinzl, Jens Dibbern eds. <i>Information Systems Outsourcing</i>. 1st ed. Cham: Springer, pp. 141-185."
          "authors" => array:3 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "FISCHER Thomas A."
            ]
            2 => array:1 [
              "name" => "DIBBERN Jens"
            ]
          ]
          "ouvrage" => "Information Systems Outsourcing"
          "keywords" => array:1 [
            0 => "Information Systems Outsourcing"
          ]
          "updatedAt" => "2024-05-15 10:46:14"
          "publicationUrl" => "https://link.springer.com/chapter/10.1007/978-3-662-43820-6_7"
          "publicationInfo" => array:3 [
            "pages" => "141-185"
            "volume" => ""
            "number" => ""
          ]
          "type" => array:2 [
            "fr" => "Chapitres"
            "en" => "Book chapters"
          ]
          "support_type" => array:2 [
            "fr" => "Editeur"
            "en" => "Publisher"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "Information systems (IS) outsourcing projects often fail to achieve initial goals. To avoid project failure, managers need to design formal controls that meet the specific contextual demands of the project. However, the dynamic and uncertain nature of IS outsourcing projects makes it difficult to design such specific formal controls at the outset of a project. It is hence crucial to translate high-level project goals into specific formal controls during the course of a project. This study seeks to understand the underlying patterns of such translation processes. Based on a comparative case study of four outsourced software development projects, we inductively develop a process model that consists of three unique patterns. The process model shows that the performance implications of emergent controls with higher specificity depend on differences in the translation process. Specific formal controls have positive implications for goal achievement if only the stakeholder context is adapted, while they are negative for goal achievement if in the translation process tasks are unintendedly adapted. In the latter case projects incrementally drift away from their initial direction. Our findings help to better understand control dynamics in IS outsourcing projects. We contribute to a process theoretic understanding of IS outsourcing governance and we derive implications for control theory and the IS project escalation literature."
            "en" => "Information systems (IS) outsourcing projects often fail to achieve initial goals. To avoid project failure, managers need to design formal controls that meet the specific contextual demands of the project. However, the dynamic and uncertain nature of IS outsourcing projects makes it difficult to design such specific formal controls at the outset of a project. It is hence crucial to translate high-level project goals into specific formal controls during the course of a project. This study seeks to understand the underlying patterns of such translation processes. Based on a comparative case study of four outsourced software development projects, we inductively develop a process model that consists of three unique patterns. The process model shows that the performance implications of emergent controls with higher specificity depend on differences in the translation process. Specific formal controls have positive implications for goal achievement if only the stakeholder context is adapted, while they are negative for goal achievement if in the translation process tasks are unintendedly adapted. In the latter case projects incrementally drift away from their initial direction. Our findings help to better understand control dynamics in IS outsourcing projects. We contribute to a process theoretic understanding of IS outsourcing governance and we derive implications for control theory and the IS project escalation literature."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      13 => Essec\Faculty\Model\Contribution {#2264
        #_index: "academ_contributions"
        #_id: "12412"
        #_source: array:18 [
          "id" => "12412"
          "slug" => "how-to-successfully-govern-software-platform-ecosystems"
          "yearMonth" => "2019-01"
          "year" => "2019"
          "title" => "How to Successfully Govern Software Platform Ecosystems"
          "description" => "KUDE, T. et HUBER, T. (2019). How to Successfully Govern Software Platform Ecosystems. <i>ESSEC Knowledge</i>."
          "authors" => array:2 [
            0 => array:2 [
              "name" => "KUDE Thomas"
              "bid" => "B00703792"
            ]
            1 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
          ]
          "ouvrage" => ""
          "keywords" => array:1 [
            0 => "software platform management"
          ]
          "updatedAt" => "2021-09-24 10:33:27"
          "publicationUrl" => "http://knowledge.essec.edu/en/strategy/how-to-govern-software-platform-ecosystem.html"
          "publicationInfo" => array:3 [
            "pages" => null
            "volume" => null
            "number" => null
          ]
          "type" => array:2 [
            "fr" => "Articles ou vidéos de vulgarisation"
            "en" => "Press article, video or other popular media"
          ]
          "support_type" => array:2 [
            "fr" => "Presse"
            "en" => "Press"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "Platforms are ubiquitous in today’s economy. Startups and incumbent organizations contend for becoming the next Uber or Airbnb in their respective industry. Inspired by these prominent examples, the main function of platforms is often seen as one of matchmaking i.e. of bringing together different user groups — just as Uber brings together drivers and riders and Airbnb brings together hosts and guests. Software platforms often go beyond such matchmaking in that they combine aspects of matchmaking and of more traditional product platforms (e.g., car manufacturers and their suppliers building different car models)."
            "en" => "Platforms are ubiquitous in today’s economy. Startups and incumbent organizations contend for becoming the next Uber or Airbnb in their respective industry. Inspired by these prominent examples, the main function of platforms is often seen as one of matchmaking i.e. of bringing together different user groups — just as Uber brings together drivers and riders and Airbnb brings together hosts and guests. Software platforms often go beyond such matchmaking in that they combine aspects of matchmaking and of more traditional product platforms (e.g., car manufacturers and their suppliers building different car models)."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      14 => Essec\Faculty\Model\Contribution {#2265
        #_index: "academ_contributions"
        #_id: "12449"
        #_source: array:18 [
          "id" => "12449"
          "slug" => "power-dynamics-in-software-platform-ecosystems"
          "yearMonth" => "2022-03"
          "year" => "2022"
          "title" => "Power dynamics in software platform ecosystems"
          "description" => "HURNI, T., HUBER, T. et DIBBERN, J. (2022). Power dynamics in software platform ecosystems. <i>Information Systems Journal</i>, 32(2), pp. 310-343."
          "authors" => array:3 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "HURNI Thomas"
            ]
            2 => array:1 [
              "name" => "DIBBERN Jens"
            ]
          ]
          "ouvrage" => ""
          "keywords" => array:6 [
            0 => "episodic power"
            1 => "platform ecosystem"
            2 => "power dynamics"
            3 => "power paradox"
            4 => "systemic power"
            5 => "value co-creation"
          ]
          "updatedAt" => "2022-06-03 10:26:07"
          "publicationUrl" => "https://doi.org/10.1111/isj.12356"
          "publicationInfo" => array:3 [
            "pages" => "310-343"
            "volume" => "32"
            "number" => "2"
          ]
          "type" => array:2 [
            "fr" => "Articles"
            "en" => "Journal articles"
          ]
          "support_type" => array:2 [
            "fr" => "Revue scientifique"
            "en" => "Scientific journal"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "In software platform ecosystems, the technological and structural peculiarities vest the platform owner with an extremely powerful position that puts any complementor at the mercy of the platform owner's actions. Paradoxically, it is the self-determination and proactivity of the complementors that determine the ecosystem's success through their surprising outside innovations. This study addresses this power paradox by unpacking the power dynamics between platform owners and complementors. Based on an exploratory multiple-case study of six platform partnerships, we find that power in platform ecosystems unfolds as a reciprocal process of three interlocking cycles, in which both the platform owner and the complementors take an active role. The modus operandi of power in platform ecosystems is a “central power cycle” in which the complementors repeatedly evaluate whether to accept or reject the platform owner's domination power. Thriving partnerships sustain this central power cycle over time, which requires that the platform owner and the complementors dynamically adapt their wielding of power to the changing needs of the partnership (partnership adaptation cycle) or the ecosystem (ecosystem redefinition cycle)."
            "en" => "In software platform ecosystems, the technological and structural peculiarities vest the platform owner with an extremely powerful position that puts any complementor at the mercy of the platform owner's actions. Paradoxically, it is the self-determination and proactivity of the complementors that determine the ecosystem's success through their surprising outside innovations. This study addresses this power paradox by unpacking the power dynamics between platform owners and complementors. Based on an exploratory multiple-case study of six platform partnerships, we find that power in platform ecosystems unfolds as a reciprocal process of three interlocking cycles, in which both the platform owner and the complementors take an active role. The modus operandi of power in platform ecosystems is a “central power cycle” in which the complementors repeatedly evaluate whether to accept or reject the platform owner's domination power. Thriving partnerships sustain this central power cycle over time, which requires that the platform owner and the complementors dynamically adapt their wielding of power to the changing needs of the partnership (partnership adaptation cycle) or the ecosystem (ecosystem redefinition cycle)."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      15 => Essec\Faculty\Model\Contribution {#2266
        #_index: "academ_contributions"
        #_id: "13425"
        #_source: array:18 [
          "id" => "13425"
          "slug" => "platform-governance-as-a-social-movement"
          "yearMonth" => "2023-05"
          "year" => "2023"
          "title" => "Platform Governance as a Social Movement"
          "description" => "HUBER, T., KUDE, T., LEPOUTRE, J. et MALAURENT, J. (2023). Platform Governance as a Social Movement. Dans: Carmelo Cennamo, Giovanni Battista Dagnino, Feng Zhu eds. <i>Research Handbook on Digital Strategy</i>. 1st ed. Cheltenham, Northampton Massachusetts: Edward Elgar Publishing Ltd, pp. 224–237."
          "authors" => array:4 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:2 [
              "name" => "KUDE Thomas"
              "bid" => "B00703792"
            ]
            2 => array:3 [
              "name" => "LEPOUTRE Jan"
              "bid" => "B00460491"
              "slug" => "lepoutre-jan"
            ]
            3 => array:3 [
              "name" => "MALAURENT Julien"
              "bid" => "B00089355"
              "slug" => "malaurent-julien"
            ]
          ]
          "ouvrage" => "Research Handbook on Digital Strategy"
          "keywords" => array:5 [
            0 => "Platform governance"
            1 => "Social movements"
            2 => "Apple’s ios ecosystem"
            3 => "Third-party developers"
            4 => "Regulatory initiatives"
          ]
          "updatedAt" => "2024-01-24 08:32:46"
          "publicationUrl" => "https://doi.org/10.4337/9781800378902.00019"
          "publicationInfo" => array:3 [
            "pages" => "224–237"
            "volume" => ""
            "number" => "12"
          ]
          "type" => array:2 [
            "fr" => "Chapitres"
            "en" => "Book chapters"
          ]
          "support_type" => array:2 [
            "fr" => "Editeur"
            "en" => "Publisher"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "Most prior research on platform governance has focused on how large, central platform owners manage their ecosystems of third-party developers in a top-down fashion by setting, overseeing, and enforcing platform rules. Relative to the platform owner, each individual third-party appears small and insignificant. Even though third parties may be weak in isolation, this chapter develops the idea that they can create a counterweight to the platform owner by joining forces and forming a movement. We explore this idea in the context of Apple’s iOS ecosystem by investigating the attempts of various third parties to collectively protest and change Apple’s business practices. Using mainly secondary data, we illustrate how a movement of third -party developers emerged between summer 2016 and summer 2021. Overall, our findings show how various individuals and organizations that were initially disconnected and isolated became part of an emerging social movement, whose constituents became increasingly interconnected and organized. We show how this movement forced Apple into changing some of its App Store rules and influenced regulatory initiatives in the EU and the US. We conclude with a brief discussion of implications for the platform governance literature, regulators, and practitioners."
            "en" => "Most prior research on platform governance has focused on how large, central platform owners manage their ecosystems of third-party developers in a top-down fashion by setting, overseeing, and enforcing platform rules. Relative to the platform owner, each individual third-party appears small and insignificant. Even though third parties may be weak in isolation, this chapter develops the idea that they can create a counterweight to the platform owner by joining forces and forming a movement. We explore this idea in the context of Apple’s iOS ecosystem by investigating the attempts of various third parties to collectively protest and change Apple’s business practices. Using mainly secondary data, we illustrate how a movement of third -party developers emerged between summer 2016 and summer 2021. Overall, our findings show how various individuals and organizations that were initially disconnected and isolated became part of an emerging social movement, whose constituents became increasingly interconnected and organized. We show how this movement forced Apple into changing some of its App Store rules and influenced regulatory initiatives in the EU and the US. We conclude with a brief discussion of implications for the platform governance literature, regulators, and practitioners."
          ]
          "authors_fields" => array:2 [
            "fr" => "Management"
            "en" => "Management"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      16 => Essec\Faculty\Model\Contribution {#2267
        #_index: "academ_contributions"
        #_id: "14029"
        #_source: array:18 [
          "id" => "14029"
          "slug" => "it-sourcing-in-the-digital-age-coping-with-artificial-intelligence-and-microservices"
          "yearMonth" => "2022-12"
          "year" => "2022"
          "title" => "IT Sourcing in the Digital Age - Coping with Artificial Intelligence and Microservices"
          "description" => "HUBER, T. et DIBBERN, J. (2022). IT Sourcing in the Digital Age - Coping with Artificial Intelligence and Microservices. Dans: 2022 International Conference of Information Systems / Global Sourcing Workshop. Copenhagen."
          "authors" => array:2 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "DIBBERN J"
            ]
          ]
          "ouvrage" => "2022 International Conference of Information Systems / Global Sourcing Workshop"
          "keywords" => []
          "updatedAt" => "2023-11-29 16:36:07"
          "publicationUrl" => null
          "publicationInfo" => array:3 [
            "pages" => ""
            "volume" => ""
            "number" => ""
          ]
          "type" => array:2 [
            "fr" => "Communications dans une conférence"
            "en" => "Presentations at an Academic or Professional conference"
          ]
          "support_type" => array:2 [
            "fr" => null
            "en" => null
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => ""
            "en" => ""
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      17 => Essec\Faculty\Model\Contribution {#2268
        #_index: "academ_contributions"
        #_id: "14790"
        #_source: array:18 [
          "id" => "14790"
          "slug" => "ai-as-perceived-by-essec-students-a-response-to-contemporary-issues"
          "yearMonth" => "2023-11"
          "year" => "2023"
          "title" => "AI as Perceived by ESSEC Students: A Response to Contemporary Issues"
          "description" => "HUBER, T. et ROMBOUTS, J. (2023). AI as Perceived by ESSEC Students: A Response to Contemporary Issues. <i>ESSEC Knowledge</i>."
          "authors" => array:2 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:3 [
              "name" => "ROMBOUTS Jeroen"
              "bid" => "B00469813"
              "slug" => "rombouts-jeroen"
            ]
          ]
          "ouvrage" => ""
          "keywords" => array:3 [
            0 => "AI"
            1 => "artificial intelligence"
            2 => "innovation"
          ]
          "updatedAt" => "2024-05-15 10:56:59"
          "publicationUrl" => "https://knowledge.essec.edu/en/innovation/ai-as-perceived-by-essec-students.html"
          "publicationInfo" => array:3 [
            "pages" => ""
            "volume" => ""
            "number" => ""
          ]
          "type" => array:2 [
            "fr" => "Articles ou vidéos de vulgarisation"
            "en" => "Press article, video or other popular media"
          ]
          "support_type" => array:2 [
            "fr" => "Presse"
            "en" => "Press"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "ESSEC students envision a myriad of managerial and business applications for emerging AI technologies."
            "en" => "ESSEC students envision a myriad of managerial and business applications for emerging AI technologies."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      18 => Essec\Faculty\Model\Contribution {#2269
        #_index: "academ_contributions"
        #_id: "14788"
        #_source: array:18 [
          "id" => "14788"
          "slug" => "responding-to-platform-owner-moves-a-14-year-qualitative-study-of-four-enterprise-software-complementors"
          "yearMonth" => "2024-06"
          "year" => "2024"
          "title" => "Responding to platform owner moves: A 14-year qualitative study of four enterprise software complementors"
          "description" => "KUDE, T. et HUBER, T. (2024). Responding to platform owner moves: A 14-year qualitative study of four enterprise software complementors. <i>Information Systems Journal</i>, In press."
          "authors" => array:2 [
            0 => array:2 [
              "name" => "KUDE Thomas"
              "bid" => "B00703792"
            ]
            1 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
          ]
          "ouvrage" => ""
          "keywords" => array:5 [
            0 => "complementor perspective"
            1 => "longitudinal case study – platform ecosystems"
            2 => "platform evolution"
            3 => "platform owner entry"
            4 => "value co creation"
          ]
          "updatedAt" => "2024-10-31 13:51:19"
          "publicationUrl" => "https://onlinelibrary.wiley.com/doi/full/10.1111/isj.12527"
          "publicationInfo" => array:3 [
            "pages" => null
            "volume" => "In press"
            "number" => null
          ]
          "type" => array:2 [
            "fr" => "Articles"
            "en" => "Journal articles"
          ]
          "support_type" => array:2 [
            "fr" => "Revue scientifique"
            "en" => "Scientific journal"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "Integrating the competition and the cooperation perspectives on value co-creation in platform ecosystems, this study explores complementor responses to platform owner moves that adversely affect the complementor's positioning. Our primary focus is to discern dynamic patterns of complementor responses and to understand their role in the process of re-stabilising the complementor's positioning. To this end, we conducted a 14-year longitudinal study, analysing 21 move-response instances across four platform partnerships. Our findings reveal three distinct complementor response archetypes: insist, pivot, and detach. Over time, complementors combine these archetypes into three unique response patterns. Through progressive diverging, complementors sidestep platform owner moves by diversifying their offer beyond the focal ecosystem. Although this can entail substantial multi-homing costs, it reduces dependence on the platform owner and bolsters resilience against future moves. Through adaptive oscillating, complementors use platform owner moves as opportunities to gradually diversify their offer within the focal ecosystem. This stepwise market expansion makes them resilient against future moves, while mitigating costs and efforts related to multi-homing. Through persistent insisting, complementors can re-establish their previous positioning, but at the cost of increased dependence on the platform owner, leaving the complementor vulnerable to future moves. We synthesise these findings in our process model of complementor positioning. Emphasising the importance of complementor responses in fostering resilient software ecosystems, this model bears important implications for research on platform governance and platform-dependent entrepreneurship."
            "en" => "Integrating the competition and the cooperation perspectives on value co-creation in platform ecosystems, this study explores complementor responses to platform owner moves that adversely affect the complementor's positioning. Our primary focus is to discern dynamic patterns of complementor responses and to understand their role in the process of re-stabilising the complementor's positioning. To this end, we conducted a 14-year longitudinal study, analysing 21 move-response instances across four platform partnerships. Our findings reveal three distinct complementor response archetypes: insist, pivot, and detach. Over time, complementors combine these archetypes into three unique response patterns. Through progressive diverging, complementors sidestep platform owner moves by diversifying their offer beyond the focal ecosystem. Although this can entail substantial multi-homing costs, it reduces dependence on the platform owner and bolsters resilience against future moves. Through adaptive oscillating, complementors use platform owner moves as opportunities to gradually diversify their offer within the focal ecosystem. This stepwise market expansion makes them resilient against future moves, while mitigating costs and efforts related to multi-homing. Through persistent insisting, complementors can re-establish their previous positioning, but at the cost of increased dependence on the platform owner, leaving the complementor vulnerable to future moves. We synthesise these findings in our process model of complementor positioning. Emphasising the importance of complementor responses in fostering resilient software ecosystems, this model bears important implications for research on platform governance and platform-dependent entrepreneurship."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      19 => Essec\Faculty\Model\Contribution {#2270
        #_index: "academ_contributions"
        #_id: "14789"
        #_source: array:18 [
          "id" => "14789"
          "slug" => "how-access-to-resources-affects-complementor-innovation-in-platform-ecosystems"
          "yearMonth" => "2022-09"
          "year" => "2022"
          "title" => "How Access to Resources Affects Complementor Innovation in Platform Ecosystems"
          "description" => "HUBER, T., HURNI, T., KRANCHER, O. et JENS, D. (2022). How Access to Resources Affects Complementor Innovation in Platform Ecosystems. Dans: Digitalization Across Organizational Levels (Progress in IS) (ed.). <i>Digitalization Across Organizational Levels (Progress in IS)</i>. 1st ed. Cham: Springer, pp. 127–146."
          "authors" => array:4 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "HURNI Thomas"
            ]
            2 => array:1 [
              "name" => "KRANCHER Oliver"
            ]
            3 => array:1 [
              "name" => "JENS Dibbern"
            ]
          ]
          "ouvrage" => "Digitalization Across Organizational Levels (Progress in IS)"
          "keywords" => array:3 [
            0 => "platforms"
            1 => "innovation"
            2 => "complementor innovation"
          ]
          "updatedAt" => "2024-05-15 10:23:37"
          "publicationUrl" => "https://link.springer.com/chapter/10.1007/978-3-031-06543-9_6"
          "publicationInfo" => array:3 [
            "pages" => "127–146"
            "volume" => ""
            "number" => "6"
          ]
          "type" => array:2 [
            "fr" => "Chapitres"
            "en" => "Book chapters"
          ]
          "support_type" => array:2 [
            "fr" => "Editeur"
            "en" => "Publisher"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "Platform owners must ensure that the ecosystems around their platforms remain as innovative as possible to meet market needs and keep pace with competing platform ecosystems. To this end, platform owners either attract new complementors with innovative complements or foster innovation among existing complementors. This study takes the perspective of complementors to understand the conditions under which access to the platform owner’s resources contributes to the complementor’s innovativeness. Based on survey data from 179 complementors of different software ecosystems, our findings support the supposition that access to the platform owner’s valuable technical and commercial capital drives the complementor’s product and process innovativeness. When it comes to access to social capital (e.g., reputation effects, quality signaling), benefits for innovation (limited to production innovation) only accrue under the condition that the platform owner invests in partner-specific information sharing. Our findings contribute to a better understanding of the role of platform design and partnership management practices by the platform owner in shaping complementor innovation."
            "en" => "Platform owners must ensure that the ecosystems around their platforms remain as innovative as possible to meet market needs and keep pace with competing platform ecosystems. To this end, platform owners either attract new complementors with innovative complements or foster innovation among existing complementors. This study takes the perspective of complementors to understand the conditions under which access to the platform owner’s resources contributes to the complementor’s innovativeness. Based on survey data from 179 complementors of different software ecosystems, our findings support the supposition that access to the platform owner’s valuable technical and commercial capital drives the complementor’s product and process innovativeness. When it comes to access to social capital (e.g., reputation effects, quality signaling), benefits for innovation (limited to production innovation) only accrue under the condition that the platform owner invests in partner-specific information sharing. Our findings contribute to a better understanding of the role of platform design and partnership management practices by the platform owner in shaping complementor innovation."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
      20 => Essec\Faculty\Model\Contribution {#2271
        #_index: "academ_contributions"
        #_id: "14981"
        #_source: array:18 [
          "id" => "14981"
          "slug" => "the-co-evolution-of-contract-and-software-artifact-in-cloudsourcing"
          "yearMonth" => "2024-07"
          "year" => "2024"
          "title" => "The Co-Evolution of Contract and Software Artifact in Cloudsourcing"
          "description" => "HUBER, T., DIBBERN, J. et FISCHER, T.A. (2024). The Co-Evolution of Contract and Software Artifact in Cloudsourcing. <i>European Journal of Information Systems</i>, In press."
          "authors" => array:3 [
            0 => array:3 [
              "name" => "HUBER Thomas"
              "bid" => "B00759533"
              "slug" => "huber-thomas"
            ]
            1 => array:1 [
              "name" => "DIBBERN Jens"
            ]
            2 => array:1 [
              "name" => "FISCHER Thomas A."
            ]
          ]
          "ouvrage" => ""
          "keywords" => array:6 [
            0 => "Outsourcing contract"
            1 => "software artefact"
            2 => "cloudsourcing"
            3 => "co-evolution"
            4 => "process theory"
            5 => "tension between initial and emergent goals"
          ]
          "updatedAt" => "2024-10-31 13:51:19"
          "publicationUrl" => "https://doi.org/10.1080/0960085X.2024.2380707"
          "publicationInfo" => array:3 [
            "pages" => null
            "volume" => "In press"
            "number" => null
          ]
          "type" => array:2 [
            "fr" => "Articles"
            "en" => "Journal articles"
          ]
          "support_type" => array:2 [
            "fr" => "Revue scientifique"
            "en" => "Scientific journal"
          ]
          "countries" => array:2 [
            "fr" => null
            "en" => null
          ]
          "abstract" => array:2 [
            "fr" => "Propelled by the promise of cost savings and enhanced service quality, cloudsourcing has become the largest segment of the global outsourcing market. In practice, however, managing cloudsourcing projects is notoriously challenging because they morph into complex, multi-year endeavours that entail frequent adaptations of both the cloud service and the contract in response to emergent goals. This study develops and explores the idea that in this adaptation process, the outsourcing contract and software artefact become closely connected. When making contracting decisions, clients must consider that cloud services are built on standardised multi-tenant architectures, offer predefined customisation options, and evolve continuously. Therefore, we explore the dynamic interplay between contract and cloud-based software artefact in response to emergent goals. Drawing from a longitudinal study of four cloudsourcing cases, we reveal two patterns: co-evolutionary polarisation and co-evolutionary harmonisation. The former, driven by positive reinforcement, intensifies tensions between initial and emergent goals, manifesting in projects drifting away from goals. The latter, characterised by balancing feedback, facilitates a flexible trajectory, enabling stepwise reconciliation of initial and emergent goals. These findings offer significant theoretical contributions to the management of sourcing projects, especially in cloud contexts, and provide actionable insights for managers navigating the complex dynamics of cloudsourcing."
            "en" => "Propelled by the promise of cost savings and enhanced service quality, cloudsourcing has become the largest segment of the global outsourcing market. In practice, however, managing cloudsourcing projects is notoriously challenging because they morph into complex, multi-year endeavours that entail frequent adaptations of both the cloud service and the contract in response to emergent goals. This study develops and explores the idea that in this adaptation process, the outsourcing contract and software artefact become closely connected. When making contracting decisions, clients must consider that cloud services are built on standardised multi-tenant architectures, offer predefined customisation options, and evolve continuously. Therefore, we explore the dynamic interplay between contract and cloud-based software artefact in response to emergent goals. Drawing from a longitudinal study of four cloudsourcing cases, we reveal two patterns: co-evolutionary polarisation and co-evolutionary harmonisation. The former, driven by positive reinforcement, intensifies tensions between initial and emergent goals, manifesting in projects drifting away from goals. The latter, characterised by balancing feedback, facilitates a flexible trajectory, enabling stepwise reconciliation of initial and emergent goals. These findings offer significant theoretical contributions to the management of sourcing projects, especially in cloud contexts, and provide actionable insights for managers navigating the complex dynamics of cloudsourcing."
          ]
          "authors_fields" => array:2 [
            "fr" => "Systèmes d'Information, Data Analytics et Opérations"
            "en" => "Information Systems, Data Analytics and Operations"
          ]
          "indexedAt" => "2024-12-21T18:21:44.000Z"
        ]
        +lang: "fr"
        +"_type": "_doc"
        +"_score": 5.9945674
        +"parent": null
      }
    ]
    "avatar" => "https://faculty.essec.edu/wp-content/uploads/avatars/B00759533.jpg"
    "contributionCounts" => 21
    "personalLinks" => array:2 [
      0 => "<a href="https://orcid.org/0000-0001-6230-1579" target="_blank">ORCID</a>"
      1 => "<a href="https://scholar.google.com/citations?user=6tDog9MAAAAJ" target="_blank">Google scholar</a>"
    ]
    "docTitle" => "Thomas HUBER"
    "docSubtitle" => "Professeur associé"
    "docDescription" => "Département: Systèmes d'Information, Data Analytics et Opérations<br>Campus de Cergy"
    "docType" => "cv"
    "docPreview" => "<img src="https://faculty.essec.edu/wp-content/uploads/avatars/B00759533.jpg"><span><span>Thomas HUBER</span><span>B00759533</span></span>"
    "academ_cv_info" => ""
  ]
  #_index: "academ_cv"
  +lang: "fr"
  +"_type": "_doc"
  +"_score": 5.0369525
  +"parent": null
}