ICTs are part of corporate transformations in today competitive environments, often enabling new organizational forms and business models both in Public and Private Sector. The vast majority of change projects imply redesign and adaptation of ICT solutions, and in many cases they are entirely centered around these technologies. Organizations expect to use the new ICT to run new processes, innovate products and services, gain higher responsiveness, and implement new corporate environments aimed at transforming their internal structures into better achieving organizations.
To date, both practice and literature have widely shown that the effective implementation of new ICT is one of the most challenging tasks faced by managers, since it requires people to understand, absorb and adapt to the new requirements. The capacity to absorb and to fully implement the adoption of new ICTs is a key factor to gain extra competitive abilities, because the ultimate impact of ICT is mediated by a number of factors, many of which require an in-depth understanding of the organizational context and human behavior.
Despite the many change strategies and tactics applied so far and the fact that many research findings have associated successful tactics with organizational contexts, it is proving difficult to develop a comprehensive theory of ICT-enabled change management and change implementation. Empirical investigation must be conducted hand-in-hand with theory building if we want to better interpret today’s corporate environments. This Track, welcoming contributions representing a wide range of perspectives and approaches, encourages the interplay of theoretical and empirical research with practice and professional views and experiences.
Topics include (but are not limited to):

• Change management: successes or failures;
• Enablers (and/or inhibitors) of ICT-related change success;
• Relationships between ICT and business strategy;
• Change management theories, methodologies, techniques and tools;
• Analysis of the interaction of actors (individuals, groups, organizations and networks) and information technology during change processes;
• Bottom-up and top-down change processes;
• Change processes in technology development, adoption, deployment in multi-cultural environments;
• Theories and tools to interpret ICT-related changes;
• ICT-enabled new business models emergence and implementation.

The objective of the track is to bring together researchers from all disciplines related to Accounting Information Systems (AIS) in order to debate on the relationship between accounting and information technology. The track is interested in research on the links between information technology with financial accounting, auditing, reporting, management accounting, management control, and related disciplines.
The track particularly aims to stimulate the debate and the research concerning the interaction between digital/network technology and accounting information systems. This track is aimed at discovering how such technologies affect skills and activities of accounting professionals as well as accounting information systems. Furthermore, it aims to encourage studies which highlight how digital and social technology may affect accounting environment, accounting professionals, accounting skills, accounting information systems, accounting models and other relevant enterprise systems, such as management control systems, performance measurement systems, internal control systems, risk assessment and risk management systems.
What are the risks and critical issues that emerge from this scenario? Which are the consequent changes to the settled practices? Which are the positive and strategic effects for firms, their accounting actors and their decision support systems?
The objective is to bring together researchers from all scientific fields related to Accounting Information Systems (AIS) for a high level interaction, discussion, and exchange of fruitful ideas in the setting of the Italian AIS (ItAIS).

The track will cover a wide range of topics. Topics of interest include, but are not limited to:

• AIS modeling and design
• AIS implementation and evaluation
• AIS and digital transformation
• AIS and social media,
• Financial Reporting and XBRL
• Management control, performance measurement and Big Data
• Management control and collaborative platform
• Inter-organizational network and collaborative platform
• IT governance and compliance
• Information technology and the accountants’ role (Chief Financial Officer, Internal auditor, Compliance officer, Controller, and so on)
• Design and use of digital and social technology in different contexts, such as private and public companies, interorganizational networks, SMEs or multinational enterprises.

Perspectives from diverse fields such as computer science, accounting, psychology, sociology, cognitive science, political science, behavioral science, and economics as well as high-quality and theoretically sound studies of any type (quantitative/qualitative studies, action research, surveys, behavioral/experimental studies, design science, case studies, theory development, etc.) are equally encouraged. Papers are also welcome, bringing together researchers and practitioners to improve different research perspectives on AIS. Theoretical or empirical studies are equally encouraged as well as different kind of research methodology. Completed research and research-in-progress papers will be accepted. All submissions must be in English and will be blind reviewed by at least two referees.

A special issue on Accounting Information Systems track will be published in the “The International Journal of Digital Research”. Moreover there is the opportunity for the best English papers of this track to be fast tracked for publication in the “Management Control” Journal (Franco Angeli).

Keywords: Accounting Information System (AIS), Management control systems, Big Data, Business Intelligence (BI), XBRL, Compliance, Accountants role, IT Capability, IT Performance, E-invoice, Digital Transformation

This track invites papers that aim at analyzing how advanced ICT systems may help firms to pursue their innovation goals, alongside with the definition and adoption of proper innovation strategies, and the management and implementation of efficient innovation processes. As recent studies on this topic show, the increased pace of technological progress and the increased complexity of technological developments have forced firms to redefine their approach to innovation. Mainly, what has become a key requirement for most firms is an active participation to a dense network of collaborative relationships with a plethora of diverse actors (public research organizations, firms, customers), which provide specialized competences and resources to the common innovation ecosystem. The search for and selection of whom to collaborate with, the ways how to collaborate and how to benefit from external resources for own innovative purposes has thus become the key competitive challenge in the modern age. Consequently, traditional innovation processes and strategies have to be profoundly redefined and new and updated managerial practices better suited to the new innovation imperative have to replace more traditional ones. Within this context, firms adopting advanced ICT systems may benefit of a relevant advantage with respect to competitors. The objective of this track is thus to disseminate findings and exchange experiences on the role that ICT systems play in innovating firms’ innovation processes. Studies that address new theories and/or show practical examples of best practices are welcomed.

Possible topics related to this track include, but are not limited to:

• The role of ICT in Open Innovation Ecosystems
• The impact of ICT systems on firms’ innovation capabilities
• IT-based new business- and organization models for effective innovation projects
• Diffused innovation and technology transfer processes
• The impact of technologies that facilitate collaborative innovation and networking, such as cloud based technologies and Service Oriented Architectures
• IT tools to support innovation-related decision making at the different phases of an innovation project
• Business models related to the implementation of the Internet of Things and Smart Objects
• New product development practices and the use of information systems to support distributed innovation networks

Modern Management Information Systems (MIS) may greatly benefit from the field of Human Computer Interaction (HCI), as methodologies for user-centered system design, usability engineering, accessibility, and information visualization have deep influence on technology usage in business, managerial, organizational, and cultural contexts. During the last years research and practice in HCI has continuously evolved, in response to the societal transformations occurred with the pervasive adoption of information technology in all aspects of life. The social, political, ethical, and organizational implications of emerging interactive technology are raising important research issues in the fields of interaction design, modeling and evaluation. As the user base of interactive systems is expanding from IT experts to consumers of different types, including elderly, young and special needs people, who access services and information via Web, new and exciting HCI research topics have emerged dealing with broader aspects of the interaction, such as designing for improving the overall user experience, favoring social connections and supporting collaboration.
The Track builds on the success of similar tracks of the last 5 editions of ITAIS. Considering this year main conference theme, ‘Empowering society through digital innovations’, we welcome researchers and practitioners of HCI and related disciplines who wish to offer their experience towards this ambitious goal. Submissions of research papers, experience reports, as well as research in progress articles are encouraged. Authors may contact track’s co-chairs to check whether or not the nature of their submission is appropriate for this track.

In the recent years, the emergence of mobile and cloud computing, social data, big and open data, has radically changed the business landscape. The growth in information volume, velocity, variety and complexity, and the increased importance of information to the business make the ways of information and knowledge management extremely different from the past. Modern organizations need advanced effective methods and tools to take advantage of the ways that information is driven by cloud, social and mobile platforms. New data sharing and management models can allow people in organizations to achieve a number of aims: to improve business processes; to extend business knowledge; to collaborate with potential partners; to develop, share and access huge quantities of available resources from different sources; to carry out predictive analytics and make intelligent decisions . Among the new research lines we wish to mention the convergence of collaborative social networks and the management of knowledge in holistic scenarios, addressed by Collaborative Awareness Platforms (CAPs). Traditional KMS are focused on business and domain knowledge, while the pragmatics and the whole knowledge lifecycle typically remains outside of the systems, embedded in the organization and the head of the people. A CAP solution instead has a holistic approach, including in the system the representation of the actors, strategies, objectives and all the knowledge elements connected to the pragmatics of the domain knowledge. Such an enhanced knowledge resource needs to be managed and maintained by the whole community, as an expression of a form of collective intelligence.
This track aims to present the latest research on information and knowledge management and collaboration in modern organizations. The track serves as a forum for researchers, practitioners, and organizational stakeholders to exchange ideas and experiences on ways in which new technologies and systemic tools and techniques may contribute to “extract”, represent and organize “knowledge” and provide effective support for collaboration, communication and sharing of information and knowledge. Relevant tools and technologies might include the semantic Web, social Web, linked data, data clouding, semantic Web services, OLAP systems, tools for data and service integration and mashup, big data, “information” wrapping and extraction, data mining and process mining, knowledge engineering, conceptual modeling, and ontological analysis.

IS research could be described having two different agendas in mind. Technical systems: represented by artifact focus. Human systems: represented by work design focus. Socio-technical approaches can be used within both these areas of interest and paradigms and indeed allow to break down barriers between too narrowly focalized researches by acknowledging the entangled nature of the technical and the social components in human activity systems (Trist, 1981). Since technical systems have been recognized to be intrinsically if not intentionally incomplete and perpetually in the making (Kallinikos, Aaltonen, & Marton, 2013), the design and re-design of socio-technical systems should be conceived as a continuous process involving innovators and recipients dealing with complex and evolving artifacts (Mumford, 2006) which can not be decoupled from the soft, social, cultural and even psychological components (Silver & Markus, 2013). Socio-technical approaches are historically grounded on a combination of humanistic principles. Part of the key contemporary agenda however, is looking on the ability to recognize the editable, interactive, open, and semiotic nature of digital artifacts. This in turn requires attention to be put on the intentionally pursued revision of contextually relevant action of the social environment.

In this track, we want to focus on design-oriented IS research inspired by socio-technical principles (Baskerville, Pries-Heje, & Venable, 2009), the materiality of digital artifacts (Leonardi, 2011, 2013) and their capability to enable pragmatic significance in situated material configurations (Beynon-Davies, 2011, Mattozzi, 2015). This would include IS oriented discussions of innovation and purposeful problem solving, characterized by the design and implementation of digital artifacts, with a particular attention to individual and / or organizational contexts. Appropriate methodologies can include re-interpreted and re-contextualized components from engineering, computer science, information system, management, social sciences including behavioural sciences.

Subjects of socio-technical and / or design oriented IS research can be problem analyses, systems theories, models of any kind, methods of any kind, or reflective reports on the actual IS instantiations in companies, government agencies or in private households. Also welcome is meta-research that reflects socio-technical and design oriented IS research, and proposes either methodological or epistemological advancements.

References
Baskerville, R., Pries-Heje, J., & Venable, J. (2009). Soft Design Science Methodology. In DESRIST ’09 .
Beynon-Davies, P. (2011). Significance: exploring the nature of information, systems and technology. New York: Palgrave Macmillan.
Kallinikos, J., Aaltonen, A., & Marton, A. (2013). The Ambivalent Ontology of Digital Artifacts. MIS Quarterly , 37(2), 357–370.
Leonardi, P. (2011). When flexible routines meet flexible technologies: Affordance, constraint, and the imbrication of human and material agencies. MIS Quarterly , 35(1), 147–167.
Leonardi, P. (2013). Theoretical foundations for the study of sociomateriality. Information and Organization , 23(2), 59–76.
Mattozzi, A. (2015) Rewriting the script, A methodological dialogue about the concept of “script” and how to account for the mediating role of objects. Forthcoming. A draft is avalable at http://www.utwente.nl/bms/steps/research/colloquia_and_seminars/colloquia/bestanden/2011-2012/mattozzi_rewriting_script.pdf
Mumford, E. (2006). The study of socio-technical design: reflections on its successes, failures and potential. Information Systems Journal , 16, 317–342.
Silver, M. S., & Markus, M. L. (2013). Conceptualizing the SocioTechnical (ST) Artifact. Systems, Signs & Actions, 7(1), 82–89.
Trist, E. (1981). The evolution of socio-technical systems – a conceptual framework and an action research program. Occasional Paper, 2, 1–67.

The recent advances in information and communication technologies (ICT) and the growing pervasive presence of ICT in companies’ lives have had broad transformational organizational effects and have posed new challenges for human resource management. Experimentations in terms of HR processes such as automatization or exploring new ways of structuring work processes, new forms of working such as teleworking and virtual teams, the use of BigData and analytics tools, the adoption of enterprise social networks in order to eliminate functional boundaries, the focus on gamification and serious games, are only some of the processes that HR departments have undertaken in light of the digitalization and technology innovation pressure. These processes have important consequences on the way in which people interact and learn at work by allowing the share of knowledge and expertise and emphasizing bottom-up participation dynamics. But they are redefining also organizational boundaries in new, unexplored ways and reshaping the role of the HR department and HR managers. What are the consequences at the individual, social and organizational level of these trends? Are HR department and managers fully aware and ready to manage this digitalization wave? How HR studies can contribute to the design of information systems?

The aim of this track is to provide new insight into the impact of ICT on the HR function and HRM processes. By linking together these two research streams, the goal is to generate a fruitful debate aimed at analysing the consequences of ICT adoption in HR processes (e.g. the implication in terms of individual behaviour, social interaction, organizational change) and how these aspects can guide HRM system design.

Types of contributions:

• Current trends in HR management enabled by ICTs advances
• Developing digital competences and the role of HRM
• Developments and applications of enterprise social networks
• New forms of working and social dynamics enabled by ICT (e.g. teleworking, virtual teams, etc.)
• Best practices and experimentations in terms of HR practices via the adoption of ICTs
• Digital technologies fostering formal and informal learning at the workplace

The phenomenon of eParticipation is rapidly evolving both for the continuing diffusion of information and communication technologies (ICT) and for the growing number of heterogeneous actors (e.g. public bodies, private local and global organizations, movements, individuals). Moreover, the digital interaction concerns different levels and processes of participation: sharing practices, consultation and decision-making.
The issues at stake are several, e.g.: availability of open data to be exploited for public as well as private purposes, new empowered relationships between citizens and their governments (e-petitioning, e-consultations, online deliberation, etc.), new political bodies, role of socio-technical infrastructures, new forms of control, advent of different forms of crowdsourcing, and so on.
Furthermore, within a single organization, co-operation and co-decision systems concerning actors and stakeholders are changing, affected as they are by digitalization. This evolution appears to take place across the board: in public and private companies, in non-profit organizations, in political parties and movements.

This track aims at promoting the e-Participation discourse through:

• Studies on changes in the participation forms;
• Research on opportunities and threats, impediments and problems, concerning the diffusion of eParticipation;
• Reflections on the possible changes in organizational structures and stakeholders’ role, needed for (or deriving from) the adoption of eParticipation practices;
• Contributions to theory building in eParticipation research.

The track welcomes papers discussing the following (not exhaustive) list of possible topics:

• eParticipation in policy-making and other forms of public decision-making processes;
• Digitally supported co-operation and co-decision in private organizations;
• Design of infrastructures and services for collaboration;
• The Polis as cradle of innovation for subjects and practices of eParticipation;
• Changes in organizational structures generated by the adoption of eParticipation;
• Barriers and limitations hindering eParticipation;
• Readiness of society: how to orientate to eParticipation citizens and politics, companies and non-profit organizations;
• Crowdsourcing of public interest data and its impact and challenges;
• Quantitative and qualitative assessment of eParticipation initiatives;
• Theories, methods, and approaches to be used in eParticipation research;
• Role of web 2.0 tools (like: blogs, wikis, etc.) and social media in eParticipation;
• Security, privacy and ethical challenges in the eParticipation field;
• Role of digital identity to foster eParticipation.

The objective of the present track is to attract papers that aim to contribute to the long-lasting debate about the “social” and the “material” in the investigation of IT-related organizational phenomena – such as for example the introduction of new information technologies throughout the organization.
The concept of “sociomateriality”, proposed by Orlikowski, is considered to be one of the latest attempts in this regard. On the basis of Karen Barad’s works, a novel ontological perspective (or the study of the nature of reality) is proposed. The distinction about the “social” and the “material” vanishes in favour of a more comprehensive view in which phenomena emerge due to the presence of specific interactions. In other words, phenomena are not the result of interactions among pre-existing entities but entities and related phenomena establish thanks to specific interactions.
“Sociomateriality” so conceived poses interesting challenges at empirical level requiring the envisaging of related methodologies and methods for the research activity. Inevitably, the unit of analysis is no more a specific entity such as a team or an organization but the dynamics of the interactions that actually give shape to a team or an organization.
Nevertheless, the present call is not limited to contributions related to the encounter between the “social” and the “material” according to Orlikowski’s perspective. Recently, scholars such as Mutch, Leonardi, Kautz and Jensen, and Bratteteig and Verne have questioned the validity and, in some cases, also the opportunity of this perspective. This means that any critical viewpoint is also welcome.
The track welcomes papers discussing the following (but not exhaustive) list of possible themes:

• Sociomaterial interactions and related ontological and epistemological questions
• Sociomaterial interactions and research methods
• Sociomaterial interactions, critical realism and constructivism
• Sociomaterial interactions and knowledge management
• Sociomaterial interactions, identity and organizational culture
• Sociomaterial interactions, time and space
• Sociomaterial interactions and IS design
• Sociomaterial interactions and organization design
• Sociomaterial interactions and practices
• Sociomaterial interactions and digital platforms
• Sociomaterial interactions and information infrastructures

Internet has affected not only the business world but also the society at large. Distance, time, and culture limits are no more an obstacle to interaction and collaboration among individuals and organizations, but seem to belong to the distant past. The rapid expansion and popularity of the Internet has encouraged the development of new ways to work and interact within organizations, changing the traditional working procedures and extending firm’s boundaries. For instance, it have favorite the proliferation of virtual communities, fostering the social and exchange processes among individuals. Furthermore, the spread of Internet has also encouraged the development of business and market strategies, changing the nature of the organizations and their relationships with suppliers and customers. Social platforms, market places and online work places are becoming the trading zone of commercial lives and social lives alike and as such are affecting the design of global communities and organizations. Many of these platforms have been created with the aim of riding the technological evolution of the Internet and building their competitive advantage or organizational transformations on the intensive, if not exclusive, use of network technologies. Some experiences have ended up as big failures (e.g., Covisint reported in Klein, Krcmar, 2006), others have disappointed stakeholders’ expectations (e.g., Barnes and Noble, (Barnes, Vidgen, 2002)), yet others have reached enormous success revolutionizing entire markets, industrial sectors and public administrations. The Track aims at discussing papers that seek to analyze the evolution of these platforms in their role as the enablers and constrainers of global collaborations. This track encourages theoretical and empirical contributions that cover the following topics, but are not limited to:

• New organizational form IT-enabled;
• New services for mature industries and sectors;
• Social transformation throughout IT base platforms;
• Social transformations;
• Virtual organizations;
• Virtual communities;
• Social networks;
• Smartcities.

During the past decades, ICT-enabled innovation in public services has been almost exclusively considered through the lens of e-government, i.e. as a tool to create new and better service delivery, increase efficiency and transparency and improve the coordination of public administration procedures with the aim of giving the citizens more choice and flexibility in their relations with service providers. In the recent years, also due to the difficulties e-government encountered in delivering on its promise, new approaches have emerged that are centered on concepts like: government 2.0, open government/open data/open innovation; smart cities/smart government/smart citizens; app-based/ user-generated content and services. All these approaches point to the need of directly engaging citizens in the implementation of new or significantly improved ways of providing public goods and services. By considering citizens as a source of innovation, those approaches call for a conceptualization of the role of citizens that overcomes the rigid distinction between those that ‘create’ and those that ‘consume’ a service. Hence, there is the need of a more elaborated conceptualization of the role of citizens in public service design and provision that differs substantially from the one based on the view of citizens as service users typical of the e-government approach of first generation and turning it into an effective form of citizens’ engagement. This aims at making services not only user-centric or user-friendly but rather at improving the quality of decision-making, promoting greater trust in public institutions and enhancing public value through co-production and the exploitation of collaborative innovation networks established across the boundaries of the traditional public service delivery mechanisms.
Although the concept of co-production has been around for decades, in recent years there has been a renewed interest in it mainly due to the search for new, innovative, cost-efficient ways to provide public services and the desire to strengthen citizens’ participation and engagement. Moreover, in terms of enabling technologies, the co-production approach can now rely on the widespread availability (and use) of ICT-based tools (e.g. ubiquitous mobile connectivity, social media, and other web 2.0 tools and applications) which allow not just for mass dissemination but also for mass production and collaboration. This offers new possibilities for ICT-enabled collaborative service creation and provision where the distinctions between professionals, politicians, practitioners, civil servants, experts, consumers and citizens are blurring and where services are citizens-centric not because they are designed FOR citizens, but WITH citizens and BY citizens.
The objective of the track is to discuss co-production in public services from different theoretical and methodological points of view (e.g. Information Systems, Public Management, Service Science, Network Science) and to present case studies, successful examples and failures in order to collect lessons learned that may be useful for researchers and practitioners with an interest in this field.

Topics include (but are not limited to):

• Service co-production/co-creation in the public and in the private sector: differences and similarities
• ICT-enabled collaborative public service production
• Co-production as a tool for social innovation
• The role of social media to enable public service co-production
• Open data, open government and co-production
• Co-production and the role of citizens in smart cities
• Case-studies and examples of co-production in public services
• Co-production and Public/Private/Citizen Partnership
• Challenges of co-production for the work of public sector professionals
• How citizens can be motivated to engage in public service co-production
• How to assess the effects of public service co-production

In the last decade, organizations have found themselves facing a dilemma. On the one hand, they need to constantly reduce the enterprise budget for information technology (IT). On the other hand, IT has to contribute to the strategy and competitiveness of organizations. Information technology (IT) outsourcing is increasingly used as strategy to achieve both objectives under the shape of cloud computing, captive outsourcing (private and secure cloud) or selective near/off-shoring for software development. Moreover, new outsourcing options – such as crowdsourcing and IT consumerization – increase the number of options and challenges as well as the pace of change. This shift towards a network approach for enterprise resource management calls for new competences, methodologies and instruments to support CIOs in managing the IT infrastructure from projects to operations, as well as to help them address the constantly emerging organizational and inter-organizational changes.
Topics relevant to this track include (but are not restricted to):

• IT infrastructures and strategic challenges
• Business networks and Information Systems
• Virtual organization and extended enterprise
• Cloud technologies
• IT Management and IT value

Both theoretical and empirical papers are welcome

Keywords: Chief information officer; outsourcing; cloud computing; business networks, IT management, IT value, virtual organizations, business – IT alignment.

The implementation of healthcare information systems and technologies (IT) is nowadays at the heart of the successful provision of healthcare services. Quality, appropriateness, and efficiency are all relevant performance dimensions on which IT-based innovation have significant impact. Whereas IT-based innovation is in principle desirable, its adoption and implementation poses a number of challenges and complexities for organizations in this field. First, multiple organizational dimensions of providers are subject to significantly change since the activities of a wide range of professionals and the way they provide services to patients are affected by the implementation of new information systems and technologies. However, professionals are often reluctant to change, and IT effectiveness may be hindered by the high degree of autonomy they held in organizations. The presence of various subcultures and the long-lasting conflict between administrators and professionals may also hamper IT effectiveness. The economic impact and sustainability of IT-based innovation is another major issue in this field, where resource constraint has progressively urged organizations and systems to accurately assess the cost-effectiveness of IT-based interventions. Because of the performance of healthcare organizations is multidimensional in nature, additional concerns regard the complete and accurate assessment of IT benefits in healthcare settings. In the last few years, health technology assessment functions, roles and tools have proliferated providing robust support in decision-making regarding IT adoption and implementation. The objective of the track is to seek original research contributions on IT-based innovation within healthcare systems and organizations. The track welcomes papers (work in progress as well as research ready to be published) that address issues related, without being limited, to the following areas:

• Design, implementation and management of healthcare information systems
• Diffusion of IT-based innovation in health care
• Adoption of IT-based innovation and organizational change in health care
• Barriers to the adoption and implementation of information systems in healthcare organizations
• Large-scale IT integration projects in health care
• Economic and organizational impact of IT-based innovation in healthcare
• Cross-country comparison of healthcare information systems
• Alliances and cooperative organizational arrangements for the development of innovative healthcare information systems
• Performance of IT-based innovation in health care organizations
• IT-based innovation and health technology assessment
• Data and systems standardisation and integration
• Accelerating value and innovation in healthcare through “big data” analysis

Keywords: healthcare organizations, health systems, organizational change, health technology assessment, e-health, telemedicine, IT-costs and IT-benefits, patients, big data analysis.

Cloud Computing is a multi-purpose paradigm that offers new opportunities for efficient management of IT infrastructures leveraging on virtualization of resources and services. Cloud Computing offers new opportunities for business models leveraging on the concepts of on-demand, self-service, and pay-by-use of IT infrastructures. Therefore, Cloud Computing represents both a technology for using computing infrastructures in a more efficient way, and a business model for selling computing resources and services.

The apparent availability of unlimited virtual resources makes possible a cheap deployment of large-scale applications and services for supporting information systems (IS). On this side Cloud Computing bears the promise of allowing a more flexible and scalable management of the infrastructure. At the same time it poses new and different treats for security that can be compromised by cyber attacks with detrimental effects on quality of service, reputation, and costs.

This track welcomes both theoretical and empirical papers discussing managerial implications, opportunities, and treats of Information Sytems managed under a Cloud Computing perspective. Such topics include, but are not limited to the following:

• Information Systems Performance, Monitoring, and Management in the cloud
• IT Service management in the cloud
• Cloud security management and service level agreement (SLA)
• Security, privacy, and compliance management for public, private, and hybrid clouds
• Privacy and security of big data in the cloud
• Costs and benefits assessment of cloud computing
• Trust and policy management in the cloud
• Cloud composition and federation
• Secure cloud resource virtualization mechanisms
• Privacy and integrity mechanisms for outsourcing
• Secure identity management mechanisms
• Business models for cloud computing
• Cloud strategy for enterprise business transformation
• Large scale cloud application
• Social, and mobile clouds
• Cloud solution design patterns
• Cloud provisioning orchestration
• Green and energy management of cloud computing

While the role of Information Systems in organizations is now mission critical, their impact on corporate social responsibility (CSR) has not yet been fully analysed, raising the question of whether strategic and technological choices in the IT field are compatible with, or at least aligned to, the firm’s CSR effort. Today’s business, economic and regulatory climate is increasingly forcing companies not only to optimise earnings / generate a competitive level of earnings, and thus provide shareholders’ with a competitive return on investment, but also to adopt ethical business practices that safeguard the interests of all stakeholders – from employees and suppliers to the community and consumers, from policy makers and NGOs to the environment. This track intends to analyse the role and responsibilities of computer professionals and information systems managers in the organisation’s CSR practices, and whether they are actually aware of their responsibilities to its stakeholder network.

This track welcome papers on (but not limited to) the following list topics:

• Roles and Responsibilities of Information Systems Managers
• Roles and Responsibilities of Computer Professionals
• Human Centred ICT
• ICT and the Environment
• ICT and Human Rights of Workers in the Supply Chain
• Bridging Computer Ethics and Business Ethics
• Ethics and CSR

Internet of Things (IoT) is a new digital environment created by the interaction and cooperation of objects, which generate new services and products. This environment offers a very rich set of opportunities for the research of the impacts of these new services on economic, organisation and social dimensions. It also provides a very interesting domain where to explore how to develop and implement these new technological architectures. The world where the real, the digital, and the virtual are converging to create smart environments that make energy, transport, cities, and many other areas more intelligent is indeed becoming pervasive calling for more attention in the academic debate.
The Internet of Things has the potential to fundamentally disrupt the way we live and work. It offers organizations the opportunity to transform how they operate: improving their customer experience, accelerating growth, managing evolving risk and having new kind of data (big or small) to be analysed. The use of platforms is being driven by transformative technologies such as cloud, things, and mobile. The Internet of Things and Services makes possible to create networks incorporating the entire manufacturing process that convert factories into a smart environment. The cloud enables a global infrastructure to generate new services, allowing anyone to create content and applications for global users. Networks of things connect smart objects globally and maintain their identity online.
This track calls for contributions, which look at the architectural and governance mechanisms for the sustainable evolution and control of the Internet of Things. The aim of this track is to stimulate and enrich the academic debate on the different dimensions of the IoT impact by exploring the organisational, managerial, technological and societal challenges that are emerging also in relation to compliance issues such as privacy and security.
We strongly encourage submissions that contribute to this debate from a multidisciplinary perspective. We also welcome case studies and theoretical contributions which explore the complexity associated to the diffusion the Internet of Things.