Search

Documents used to capture how COVA accumulated the digital infrastructure, capabilities and routines needed to be resilient. This component contains published reports and publicly available news items used in our analysis. Also contain a list of COVA agencies and the data used for the analysis in Appendix A.

During shocks, residents and businesses rely upon the government to ensure health, safety, and the continuity of services. The government’s ability to respond depends upon how well it utilizes its data resources and builds digital resilience. Yet, governments often fail to integrate agency data to respond effectively to shocks. We conceptualize digital resilience as a dynamic capability (DC). Although the DC framework provides a theoretical basis, it is unclear what actions managers take to build DC. Through process tracing, we examine how the Commonwealth of Virginia (COVA) built DCs and rebounded from two shocks – the opioid crisis and the COVID-19 pandemic. COVA managers leveraged statewide data assets, built routines to disseminate data, and then reconfigured operational capabilities to build three DCs – relationship building, intelligence creation, and value extraction. Data were the protein that built the digital resilience muscle. We find that the relationship building DC leveraged operational capabilities of data management, integration, and governance structure to foster data sharing. Intelligence creation DC built upon analytics, and the value extraction DC converted analytics into cost savings, revenue-generation, and new services. We find that COVA built robust digital resilience by facilitating data sharing while the agencies exploited data assets to develop scalable solutions. Keywords: Resilience, Digital, Anticipate and Rebound, Learning, Data sharing, Government NOTE: Transparency materials are not subject to peer review by MISQ. MISQ has reviewed that: 1) The minimum content is included in the transparency materials vis-à-vis the manuscript. 2) The transparency materials are presented and organized in a high-quality manner (i.e., to a standard that readers of MIS Quarterly should expect)

Documents used in process tracing approach and analysis

For the interested reader we describe some of the challenges encountered by COVA and the next steps for building digital resilience

Material collected at the beginning of project. The initial timeline was used as a starting point for the process tracing analysis

Funding Information: Matti Rossi is a professor of information systems at Aalto University School of Business. He is a past president of the Association for Information Systems and an AIS Fellow. He has been the principal investigator in several major research projects funded by the technological development center of Finland and Academy of Finland. He was the winner of the 2013 Millennium Distinction Award of Technology Academy of Finland for open source and data research. His research papers have appeared in journals such as MIS Quarterly, JAIS, JSIS, and ISJ and he is a past editor in chief of Communications of the Association for Information Systems. Publisher Copyright: © 2022 by the Association for Information Systems. While ethics are recognized as an integral part of information systems (IS) research, many questions about the role of ethics in research practice remain unanswered. Our report responds to this emerging set of concerns with a broad and integrative account of five perspectives on ethics in IS research and design science research (DSR) in particular. Our report is informed by a broad literature review, a panel discussion at DESRIST 2020, and substantial personal experience from wrestling with ethical considerations in the field. The report provides a comprehensive discussion of prevailing perspectives on ethics and the implications for IS research. Together, we hope the report will inspire more ethics-conscious and responsible IS research.

In this paper, we use a design science approach to develop a mobile app for lung cancer patients that facilitates their interactions with their clinicians, manages and reports on their health status, and provides them access to medical information/education. This paper contributes to the information systems literature by demonstrating the value of design science research to co-create solutions that advance health care outcomes through technological innovations. The design process engaged a diverse cast of experts and methods, such as a survey of oncologists and cancer patients, a workshop, roundtables and interviews with leading patient and clinician association representatives and focus groups, including two panels each of clinicians and cancer patients. Our approach also develops actionable knowledge that is grounded in evidence from the field, including design guidelines that recapitulate what we learned from the design-testing-redesign cycles of our artefact.