Artificial Intelligence (AI) adoption poses complex, multidimensional challenges for organizations that extend beyond technical implementation.While strategic interest in AI is rising, many initiatives struggle to scale sustainably.This paper addresses the fragmented state of AI adoption research by offering a theory-driven synthesis of the key management challenges organizations face.Based on a systematic literature review and grounded in the socio-technical systems (STS) perspective, the study identifies challenges across technological, organizational, and social domains-such as data governance, organizational inertia, skill shortages, and ethical ambiguity-as mutually reinforcing.The resulting framework highlights the systemic entanglement of these barriers, underscoring the limits of isolated interventions.This study contributes to Information Systems (IS) research by conceptualizing AI adoption as a socio-technical transformation and providing an integrative typology of adoption challenges.The findings offer a foundation for future empirical research and guide strategic decision-makers in navigating the organizational complexity of AI integration.

The IT Business Partner (ITBP) role is increasingly adopted to bridge the gap between business and IT and foster strategic alignment.Even though organizations still struggle with implementing an effective collaboration between business and IT, the design of this role and the challenges it faces remain underexplored.This study is the first scientific paper to examine the ITBP.Through a case study and expert interviews, it derives eleven key tasks, with relationship management and advice at its core, and 14 required skills for effectiveness.It identifies challenges of the ITBP role, such as organizational integration, skill gaps and a lack of strategic focus.This study contributes to the field by offering a comprehensive understanding of the ITBP's design and role for business IT alignment.It provides organizations with guidance on the implementation and skill development of the ITBP role.Future research should validate findings and further explore the role's effectiveness.

The digital transformation urges organizations to become digital enterprises.Digital enterprises require the integration of business and IT to efficiently leverage digital technologies.However, there is a lack of a framework that guides organizations on what organizational capabilities are required to achieve business-IT integration.The goal of this paper is to identify these capabilities.From a single case study, we derived twelve organizational capabilities that a digital enterprise, driven by technology, should design in terms of its people, organizational structure, and tasks to establish business-IT integration.Thus, this paper provides guidance for organizations to approach business-IT integration as a foundation for their path into a digital enterprise.

Nowadays, organizations must invest strategically in information technology (IT) and choose the right digital initiatives to maximize their benefit.Nevertheless, Chief Information Officers still struggle to communicate IT costs and demonstrate the business value of IT.The goal of this paper is to support their effective communication.In focus groups, we analyzed how different stakeholders perceive IT costs and the business value of IT as the basis of communication.We identified 16 success factors to establish effective communication.Hence, this paper enables a better understanding of the perception and the operationalization of effective communication.