Published Papers

In 2026, we are initiating publication of articles on a rolling basis. Articles will appear both on this page (as they become available) and on the website of the official publisher (City University of Hong Kong Press), i.e. after copy editing and formatting. We are numbering articles with volume and article numbers. Thus the first regular article will be numbered Volume 1, Article 1. Each article will be paginated separately, starting with 1, rather than following a continuous pagination across the volume. The inaugural editorial, which also appears here, is numbered as Volume 1, Editorial 1. 

2026

Editorial 1: The Practice of Information Systems Research

In this initial editorial, the editor in chief and thirteen founding senior editors chart the origins of the journal and explain their aspirations for its future. 

Article 1: System Failure: How Top-Down IT Project Governance Hampers Local Government Operations

Despite growing demands for efficient digital public services, Swedish municipalities remain constrained by a governance model that pre-dates the digital era. This study investigates the factors that maintain fragmented IT project structures within authority-driven digitalization initiatives.

Article 2: Dual-mode e-Leadership: Styles and Responsibilities in Hybrid Virtual Teams

With hybrid now being the default way of working, we examine how leadership styles and responsibilities are reconfigured in hybrid virtual teams (HVTs). Drawing on interviews with 20 HVT members and leaders, our findings reveal a need for a ‘dual-mode leadership’ style that involves knowing when to be hands-on and when to step back given the polycentric (multi-site), polychronic (multi-tasking across time), and polymorphic (multi-role) demands of HVTs.

Article 3: Managing at the Jagged AI Frontier: Delegation Contracts for Workflow-Embedded Agentic AI

Managing agentic AI at the jagged technological frontier is fundamentally a delegation problem, not a resources allocation problem. The problem is urgent because recommendation can become execution through interface defaults, permissions, and process redesign before governance catches up. When capability is uneven across adjacent workflow steps, organizations cannot safely infer authority from apparent competence. The article uses the jagged-frontier insight as a starting point but extends it from individual knowledge-work assistance to operational workflow governance.

Article 4: "Glocal" Governance: Mitigating Local-Global Tensions in Digital Transformation Programs

In contrast to most innovation projects, digital transformation programs aim at achieving benefits not only on the level of one or more processes, markets or functions (local benefits), but also on the enterprise or even business ecosystem level (global benefits). Although balancing local and global objectives (e.g., differentiation vs. coherency) is being recognized as a key lever for transformation success, program governance knowledge and practice usually rely on a top-down approach, often leading to tensions between global and local stakeholders. Informed by tension theory and based on engaged scholarship in four large digital transformation programs, we propose six validated design principles and eight projectable design features for tension-aware “glocal” transformation program governance.