Innovation in Operation – Dynamic Transformations in IT Routines

This paper presents qualitative research within two large international companies investigating how dynamic changes in innovative IT functions impact the transformation of IT operations routines. While there is a substantial body of literature in the field of Information Systems (IS) that focuses on innovation in IT software development, there has been a tendency to overlook IT operations. To address this gap, the authors explore how boundary-spanning practices influence IT operations routines and how organizations use these practices to bridge the gap between innovative IT functions and IT operations routines. We identified four key IT operations routines: monitoring, maintenance, support, and coordination. Through a qualitative research based on 24 expert interviews, we developed a model with three aggregated dimensions serving as boundary-spanning practices: empowerment, synergy, and decentralization. We conclude by providing implications for IT managers and explaining how IT operations can be transformed to remain competitive in the future.