Roman Walser

• Doctor of Social Sciences and Economy
• Research Associate at Vienna University of Economics and Business

Today’s pervasive use of information systems (IS) not only comes with many opportunities but also with considerable risks especially in relation to cyberattacks, which become increasingly sophisticated and dangerous. Especially organizations providing critical infrastructures are at risk, which are held to account by governments to ensure sufficien...

Extant research on the control of IS development projects is largely oriented around control choices and enactments from the perspective of managers, thereby neglecting employees’ legitimacy perceptions. Little is known about how such perceptions affect employees’ intentions to comply with controls. To address this shortcoming, we conducted a facto...

Managers choose and implement controls to promote employee behavior that contributes to IS development (ISD) project success. Still, ISD project failure rates remain high, suggesting that project controls employed are often not effective. In this regard, existing IS project control research commonly considers how managers configure controls (in ter...

Projects in the field of Information Systems Development (ISD) are particularly prone to failure because they are complex in many respects. To increase success of ISD projects, researchers and practitioners usually recommend the implementation of control. The traditional view on control involves two parties: a controller executing control and one o...

Efficient Information Systems (IS) adequately serving business needs can be seen as an important prerequisite for the survival of most organizations. Newly developing or adopting those systems is a challenging task. To increase probability of success in often complex development projects, managers usually implement controls. However, most controls...

Control is often implemented in IS projects to increase project success. A typical control relationship involves two parties: A controller, who is executing control and a controllee, who is being controlled. While there is no doubt that effective and efficient control can positively influence project success, previous research has mainly focused on...

This master thesis investigates the working steps within the Bewextra framework for gaining need knowledge in terms of suitability for technology adoption. The thesis is introduced by a literature review about needs, gaining knowledge about needs and Nonaka’s and Scharmer’s learning approaches as a theoretic foundation for a better understanding of...

Innovation processes require organizations to transcend current boundaries. These include not only technological as well as social limitations but-above all-the way we address the future. We are used to face the future with our existing knowledge and experiences from the past. This strategy, however, can hardly lead to knowledge off the beaten path...

Hidden needs are defined as requirements that customers or users have but which they have not yet directly recognized. As these requirements rest on a subconscious level, users are unable to articulate them (Goffin & Lemke, 2004). The identification of hidden needs and the externalization of knowledge about needs are very important and highly valua...

Hidden needs are defined as requirements that customers or users have but which they have not yet directly recognized. As these requirements rest on a subconscious level, users are unable to articulate them (Goffin & Lemke, 2004). The identification of hidden needs and the externalization of knowledge about needs are very important and highly valua...