MIS Quarterly Executive

Scope & Guideline

Fostering Excellence in Information Systems Management

Introduction

Welcome to the MIS Quarterly Executive information hub, where our guidelines provide a wealth of knowledge about the journal’s focus and academic contributions. This page includes an extensive look at the aims and scope of MIS Quarterly Executive, highlighting trending and emerging areas of study. We also examine declining topics to offer insight into academic interest shifts. Our curated list of highly cited topics and recent publications is part of our effort to guide scholars, using these guidelines to stay ahead in their research endeavors.
LanguageEnglish
ISSN1540-1960
PublisherINDIANA UNIV, OPER & DECISION TECHNOL DEPT
Support Open AccessNo
CountryUnited States
TypeJournal
Convergefrom 2010 to 2024
AbbreviationMIS Q EXEC / MIS Q. Exec.
Frequency4 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
AddressKELLEY SCH BUS, E 10 ST, BLOOMINGTON, IN 47405-1701

Aims and Scopes

MIS Quarterly Executive primarily focuses on the intersection of information systems and executive decision-making, providing insights that bridge theory and practice. The journal aims to enhance understanding of how information systems can drive organizational performance and strategic advantage.
  1. Integration of Information Systems in Business Strategy:
    The journal emphasizes the importance of integrating information systems into broader business strategies, showcasing how organizations can leverage technology to achieve their goals.
  2. Digital Transformation and Innovation:
    A core area of focus is on digital transformation, exploring how businesses can innovate and adapt through technology, including the use of AI, automation, and low-code/no-code solutions.
  3. Governance and Management of Technology:
    The journal also addresses issues of governance in technology, particularly how boards of directors and senior management can effectively oversee IT investments and digital initiatives.
  4. Sustainability and Ethical Practices in IT:
    Another significant area is the exploration of sustainability and ethical considerations in technology use, examining how organizations can balance innovation with social responsibility.
  5. Practical Insights and Case Studies:
    MIS Quarterly Executive publishes practical insights and case studies that inform executives about real-world applications and the impact of information systems on business outcomes.
Recent publications in MIS Quarterly Executive indicate a clear trend towards emerging themes that reflect the current challenges and opportunities in the business and technology landscape. These themes are crucial for organizations looking to navigate the rapidly evolving digital environment.
  1. Low-Code and No-Code Development:
    The rise of low-code and no-code platforms is a significant theme, as organizations seek to empower non-technical users to develop applications, thereby accelerating digital transformation.
  2. Artificial Intelligence and Automation:
    AI and automation are increasingly central to discussions, with a focus on their practical applications in various industries and how they can enhance operational efficiency and decision-making.
  3. Citizen Development:
    The concept of citizen development is gaining traction, highlighting the role of end-users in creating solutions and the importance of managing these initiatives within organizations.
  4. Data-Driven Decision Making:
    There is a strong emphasis on fostering a data-driven culture within organizations, reflecting the growing recognition of data analytics as a critical component for competitive advantage.
  5. Environmental Sustainability in IT:
    The intersection of information technology and environmental sustainability is emerging as a vital area of concern, with organizations exploring how technology can support sustainable practices.

Declining or Waning

While MIS Quarterly Executive continues to address a wide range of topics, certain themes appear to be declining in prominence. This shift may reflect changes in the business landscape and the evolving priorities of practitioners and researchers.
  1. Traditional IT Management Practices:
    There seems to be a waning interest in traditional IT management practices as organizations increasingly adopt agile methodologies and digital-first strategies.
  2. Focus on Legacy Systems:
    Discussions surrounding legacy systems are becoming less frequent, indicating a shift towards more modern solutions and cloud-based technologies that are seen as more relevant.
  3. Static Governance Models:
    Static models of IT governance are being replaced by more dynamic approaches that emphasize flexibility and responsiveness to change, reflecting a broader trend in organizational management.
  4. Single-Industry Case Studies:
    There is a decline in the publication of single-industry case studies, suggesting a move towards multi-industry insights that provide broader applicability and relevance.
  5. Emphasis on Compliance Over Innovation:
    A decreasing focus on compliance-related topics indicates a shift towards innovation and competitive advantage as primary concerns for organizations.

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