Table 1 - uploaded by Jonathan W Whitaker
Content may be subject to copyright.
10-year projected growth for various IT occupations. Source: Digest of Education Statistics, 2016, US National Center for Education Statistics, available at https://nces.ed.gov/pubsearch/pubsinfo.asp?pubid=2017094.
Source publication
How will continuing developments in artificial intelligence (AI) and machine learning influence IT professionals? This article approaches this question by identifying the factors that influence the demand for software developers and IT professionals, describing how these factors relate to AI, and articulating the likely impact on IT professionals.
Contexts in source publication
Context 1
... latedly, recent efforts to create explainable AI (XAI) or to address ethical questions related to AI, such as bias and discrimination, will likely continue to require software programmers. 19 To further explore the potential impacts of AI on various IT occupations, Table 1 The projection that software developer (applications) and web developer occupations are ex- pected to grow much faster than average from 2016-2026 suggests that AI is expected to comple- ment (not displace) traditional programming over the next decade. Similarly, the much faster than average growth projection for information security analysts suggests that AI could create demand for IT professionals who can address both cybersecurity and privacy considerations when bad actors use AI capabilities to design more sophisticated attacks. ...
Context 2
... recent efforts to create explainable AI (XAI) or to address ethical questions related to AI, such as bias and discrimination, will likely continue to require software programmers. 19 To further explore the potential impacts of AI on various IT occupations, Table 1 The projection that software developer (applications) and web developer occupations are expected to grow much faster than average from 2016-2026 suggests that AI is expected to complement (not displace) traditional programming over the next decade. Similarly, the much faster than average growth projection for information security analysts suggests that AI could create demand for IT professionals who can address both cybersecurity and privacy considerations when bad actors use AI capabilities to design more sophisticated attacks. ...
Similar publications
Software maintainability is one of the most important aspects when evaluating the quality of a software product. It is defined as the ease with which the existing software can be modified. In the literature, several researchers have proposed a large number of models to measure and predict maintainability throughout different phases of the Software...
During the development of long lifespan software systems, specification documents can become outdated or can even disappear due to the turnover of software developers. Implementing new software releases or checking whether some user requirements are still valid thus becomes challenging. The only reliable development artifact in this context is sour...
Continuous integration and development pipeline are commonly used technics in traditional software development. Data management and data analysis has been revolutionized by big data and machine learning tools. Our vision is to merge these technologies and technics to bring together professionals like software engineers, data engineers and platform...
Citations
... https://doi.org/10.1109/ADEVC.2004.12. Mithas, S.,Kude, T., & Whitaker, J. (2018). Artificial intelligence and IT professionals. ...
Agile development methodologies (ADM) have become a widely implemented project management approach in Information Systems (IS). Yet, along with its growing popularity, the amount of concerns raised in regard to human related challenges caused by applying ADM are rapidly increasing. Nevertheless, the extant scholarly literature has neglected to identify the primary origins and reasons of these challenges. The purpose of this study is therefore to examine if these human related challenges are related to a lack of Emotional Intelligence (EI) by means of a quantitative approach. From a sample of 194 agile practitioners, EI was found to be significantly correlated to human related challenges in agile teams in terms of anxiety, motivation, mutual trust and communication competence. Hence, these findings offer important new knowledge for IS-scholars, project managers and human resource practitioners, about the vital role of EI for staffing and training of agile managed IS-projects.
... 14 Governments have a role in reducing risks that AI may create by bringing about significant changes in the nature of jobs and skill sets; Herbert Simon, a Nobel Prize winner and "the founding father of AI," even predicted the potential extinction of the computer programming occupation by 1985. 15 Innovating AI can help firms pursue AI-embodied or AIenabled innovations by making R&D more effective and scalable, as well as by using innovation from outside the firm. For example, Aravind Eye Hospital in Madurai (in India) is collaborating with Google on developing an AI-based algorithm to screen diabetic retinopathy and detect the early onset of blindness. ...
The rise of AI raises new questions about AI strategy. How should firms formulate and execute their digital or information technology (IT) strategies and business strategies embracing opportunities that AI present? Should firms formulate a separate AI strategy, or should AI strategy be part of their overarching digital strategy? In many ways, these questions are similar to those in the past when newer technologies came onto the horizon.3–6 In this article, we outline some fundamentals of strategy and discuss how organizations can harness AI for their advantage, illustrated with a few examples of business applications of AI. Then, we discuss how AI strategy relates to an overall digital or IT strategy and how to develop a digital strategy that also encompasses and supports the enterprise’s AI strategy. Finally, we examine strategy implications for corporate leaders, IT professionals, and researchers.
... Similar to the explanation directly above, if firms believe that customers will eventually view global service locations more positively, then firms would be willing to provide service from global locations despite any short-term negative customer reactions. As a fourth and final explanation, with the advent of artificial intelligence and machine-learning [39], customer service is likely to move farther from human-and voice-based service, and closer to automated and algorithm-based service. In this case, the customer would be less likely to know the geographic location where algorithms are hosted and CRM services are provided, which may alleviate the tendency to evaluate customer service based on location. ...
Information technology (IT) plays a vital role in customer relationship management (CRM), because CRM processes include the collection and analysis of customer information, firms use technology tools to interact with customers, and IT created the conditions under which firms can offshore CRM processes. Customers have negative perceptions toward offshoring, which suggests that firms might be reluctant to offshore IT-enabled CRM processes. However, firms have significantly increased offshoring for CRM processes, presenting a conundrum. Why would firms increase offshoring for CRM processes if there could be a risk to customer satisfaction?
This paper helps to resolve the conundrum by studying the impact of CRM sourcing on customer satisfaction with the firm’s products and services, as measured by the American Customer Satisfaction IndexTM. We analyze data for 150 North American firms and business units over a nine-year period. Front office offshore outsourcing and front office onshore outsourcing are both negatively associated with customer satisfaction, which suggests that negative customer perceptions may be due to the firm boundary dimension rather than the geographic location dimension. Front office offshore outsourcing is not statistically significant for services firms, which suggests that customers are more accepting of offshore providers in a service setting. Over time, the coefficient for back office offshore outsourcing has become more positive, which suggests that firms may expect to see a similar improvement for front office offshore outsourcing in the future. Our empirical results provide a basis to understand why firms have increased IT-enabled CRM offshoring despite short-term risks to customer satisfaction.