Systèmes d'Information et Management (French Journal of Management Information Systems): Announcements
French Journal of Management Information Systems (Systèmes d'Information et Management) is published 4 times a year and targets academics and practitioners in information systems. Online ISSN 2271-7188 Print ISSN 1260-4984
The French Journal of Management Information Systems (SIM) is pleased to announce the selection of its four top reviewers. The Best Reviewer Award will be announced at the AIM 2026 conference. This distinction is based on several qualitative criteria: adherence to deadlines, the thoroughness of reviews, the clarity of comments, the quality of the writing, and (above all!) the relevance and quality of the advice provided to authors. The nominees are: Chantal Morley Jean-Charles Pillet Alexandre Renaud Étienne Thenoz It was difficult to choose between these four brilliant and passionate reviewers, whose constructive approach has fully contributed to supporting the authors and enabling them to publish their articles under the best possible conditions. We warmly thank them for their commitment and the quality of their contribution to the SIM journal, and we look forward to announcing the Best Reviewer Award at the AIM 2026 conference!
Systèmes d'Information et Management (French Journal of Management Information Systems)
Call for applications to the Editorial Board
Dear colleagues in information systems management, The editorial board of Systèmes d'Information et Management journal (French Journal of Management Information Systems) invites applications for new editors. Interested candidates are invited to send their application by e-mail (summary CV and covering letter) before June 5, 2026 to the journal's editorial board (contact@revuesim.org). Please indicate “Application for SIM Editorial Board” in the subject line. In the cover letter, please indicate : - the maximum number of articles you would be able to supervise in parallel, according to the procedure presented at https://revuesim.org/index.php/sim/process; - your proposals for specific projects and activities that you would like to support as a future member of the editorial board. Projects and activities that contribute to the journal's development and enhance its appeal and visibility, both in France and internationally, will be particularly appreciated. Applications will be examined during the editorial committee meeting scheduled for June 9, 2026, and a reply will be given within seven days. Training for the role of editor will be organized at the start of the position, between June and September 2026. For further information, please contact us. Scientifically yours, Claudio Vitari & Roxana Ologeanu-Taddei
Call for applications for the position of Editor-in-Chief of the journal Systèmes d'Information et Management
Profil du rédacteur ou de la rédactrice en chef Le rédacteur ou rédactrice en chef est nommé(e) par le comité de nomination pour une durée de 3 ans renouvelable une fois. Il ou elle est de préférence un.e PR ou MCF HDR ou équivalent. Il ou elle : est garant.e du développement de la revue, de son rayonnement et de sa pérennité ; met en exécution le projet convenu avec le comité de nomination. Pour tout questionnement sur l’orientation stratégique et la politique éditoriale, qui dépasse le projet convenu avec le comité de nomination, le rédacteur ou rédactrice en chef se remet au comité de rédaction ; traite les soumissions et décide d’un « desk reject », d’un « desk reject & resubmit », de l’affectation de la soumission à un rédacteur ou rédactrice, ou en chef adjoint.e ; supervise le processus de révision des articles soumis ; prend en charge le traitement des articles soumis, comme les autres rédacteurs et rédactrices ayant candidaté au comité de rédaction ; assiste les rédacteurs et rédactrices ; organise les réunions du Comité de Rédaction (minimum 4 par an) et peut inviter des personnalités extérieures (comme le président ou la présidente de l’AIM) à y participer, selon l’ordre du jour de la réunion; organise l’écriture des éditoriaux pour chaque numéro de la revue ; supervise les numéros spéciaux de la revue dont la rédaction est alors confiée à un rédacteur tiers par décision du comité de rédaction ; gère la relation avec les services de stylage/mise en forme, édition, mise en production, préparation de chaque numéro complet, validation finale des épreuves et publication ; organise la promotion et la valorisation de la revue auprès des milieux scientifiques et professionnels, avec l’éditeur et le conseil d’administration de l’AIM, notamment auprès des institutions scientifiques en France et à l’international, telles que l’AIS, le CNRS ou la FNEGE ; assure le référencement et le classement de la revue ; Ainsi, le poste demande des qualités rédactionnelles, scientifiques et relationnelles, mais aussi une très grande disponibilité pour assumer les tâches liées à la fonction. Comité de Nomination Le Comité de Nomination est chargé de solliciter, de recueillir et d’évaluer les candidatures les plus adéquates pour la fonction de Rédacteur ou Rédactrice en Chef. Il est formé de 7 personnes qui ne peuvent pas être candidat.es pour le poste : le Rédacteur ou la Rédactrice en Chef sortant.e, 5 membres du comité de rédaction (2 rédacteurs émérites et 3 rédacteurs), le président de l’AIM. Le comité de nomination est composé des personnes suivantes : Lise Arena, Sabine Carton, Régis Meissonier, Stéphanie Missonier, Sylvie Michel, Frantz Rowe, Claudio Vitari. L’appel à candidature est publié sur le site de la revue SIM et sur le site de l’AIM, environ 9 mois avant la fin de la mandature. Les candidat.es adressent, environ 7 mois avant la fin de la mandature : leur CV et leur projet pour la revue. Le Comité de Nomination se réunit une première fois pour étudier les candidatures, environ 6 mois avant la fin de la mandature. Un entretien est organisé avec les candidatures retenues, environ 5 mois avant la fin de la mandature. À l’issue des entretiens, le comité nomme le rédacteur ou la rédactrice en Chef de la prochaine mandature, environ 4 mois avant la fin de la mandature. Calendrier Date limite d’envoi des dossiers de candidatures par email (contact@revuesim.org), en indiquant dans l’objet « Candidature au poste de Rédactrice ou du Rédacteur en Chef de SIM » : 1er Juin 2026. Période pour les entretiens : 1er juillet 2026 Annonce nomination : 1er septembre 2026 (au plus tard). Travail en binôme entre le Rédacteur en Chef sortant et la nouvelle Rédactrice ou le nouveau Rédacteur en Chef : 1er septembre – 31 décembre 2026. Prise de fonction officielle du Rédacteur ou de la Rédactrice en Chef : 1er Janvier 2027.
Call for papers and article development workshop
SIM, AIM, and Haute école Arc are pleased to announce an article development workshop. A plenary session with the editor-in-chief of SIM will precede this workshop. Workshop date: May 20, 2026 Location: Neuchâtel (Switzerland) Important information - April 2, 2026 - Deadline for article submissions - Only one article per author - Submissions to be sent to contact@revuesim.org We look forward to receiving your submissions.
The journal is proud to announce that it will start the following two initiatives (1) Single-blind review of specific articles: - From conferences (AIM, ICIS, AMCIS, HICSS) or - Open archives (HAL, PCI) (2) It will start using the Peer Community In (PCI) system. PCI is an editorial process of open science by creating specific communities of researchers reviewing and recommending preprints in their field https://orgstudies.peercommunityin.org/ These two initiatives will be in test format for the next two years. They will run parallel to the traditional submission process. And the committee reminds you that all articles are now OPEN ACCESS.
SIM is a diamond journal Starting July 21, 2025, SIM has switched to a diamond open access scientific publication model. Our future articles will be: (1) peer-reviewed, without compromising our usual scientific standards, (2) free for all readers, (3) infinitely shareable by authors (Authors retain copyright), (4) published at no cost to authors (Free for authors). These four ingredients are the essential conditions for diamond open access scientific publishing, and SIM now meets them all. There are many advantages for authors, such as: - Articles will be accessible to everyone, provided they have internet access. There will no longer be any financial discrimination (e.g., ability to pay for paid access) or institutional discrimination (e.g., employer subscription to a package of scientific journals). This increased accessibility will rise the impact of articles and, potentially, the number of citations (Langham-Putrow et al., 2021). - Articles accepted for publication will be accessible more quickly, because we can publish the final versions of articles directly on the journal's website as soon as they are scientifically validated and accepted for publication, without waiting for the publisher to format them. - Authors will be able to continue submitting their articles to SIM while also meeting institutional requirements and guidelines encouraging open access publishing. We are the first and only fully open access journal among those classified by FNEGE (https://fnege.org/) in categories 1*, 1, or 2 in the MIS field. - Authors will be assured that articles will not be classified as published in a predatory journal. The organization behind the journal remains the “Association Information et Management”: a non-for-profit scientific society, and the chosen Creative Commons license is CC BY NC, which does not allow for any commercial profit to be made from the publication of articles. - Authors will continue to use the same submission interface on the SIM journal website (revuesim.org) and will deal with the same contacts. Authors only have to sign a new contract (https://revuesim.org/index.php/sim/libraryFiles/downloadPublic/10) and upload it when submitting their article to the journal's editorial board. All you have to do is choose the article you wish to submit to our journal and send it to the following address: https://revuesim.org/index.php/sim/about/submissions Scientifically yours Claudio Vitari, editor-in-chief Reference Langham-Putrow, A., Bakker, C., & Riegelman, A. (2021). Is the open access citation advantage real? A systematic review of the citation of open access and subscription-based articles. PLOS ONE, 16(6), e0253129. https://doi.org/10.1371/journal.pone.0253129
Mid-term review On January 1, 2024, I began my term as Editor-in-Chief of SIM, based on a project that aimed to reaffirm the prestige and centrality of the journal for the French-speaking scientific community in information systems management. This project focused and continues to focus on three main areas: 1. Increasing the number of articles published; 2. A new governance; 3. Shifting towards open science - open access granted. Increase in the number of articles published One important area of action aims to increase the number of articles published per year to 16, without compromising quality. Currently, we are still publishing 12 articles per year, as we have been doing for more than five years. To increase the number of submissions, several possible actions have been identified. Below are some of the pursued actions: • Reduce article publication times by tightening up the evaluation and review cycles. From January 1, 2025, to July 9, 2025, the “Days to First Editorial Decision” indicator averaged 8 days. Last year, in 2024, it was still 31 days on average. We have achieved our goal of deciding within a maximum of 15 days. We have also improved the indicator “Days to Accept” which has averaged 399 days since January 2024. Improvements are still needed on this overall indicator. • Improve communication about the journal, its visibility, and readability. The journal's website is now fully bilingual (French and English). • Present the SIM journal at conferences in related disciplines (strategy, marketing, etc.) in France and internationally. I presented the journal at a Meet the Editors session at the IAMOT technology management conference in Montreal, Canada, in June 2025. I also presented the journal in Grenoble, Toulouse, Lyon, Aix-en-Provence, and Quebec City, Canada, at various seminars and workshops. • Promote special issues. We have published a special issue on digital finance, and three other special issues are in progress on plasticity, health, and logistics. • Create new submission categories. In addition to creating new categories such as “Registered Reports,” we have improved the presentation of existing categories to make them more attractive. New governance A new SIM governance structure has been proposed and implemented to ensure collegiality and timely processing of submissions and publications, while maintaining the high quality of the process and published articles. We are currently improving our knowledge of the reading committee, which includes potential reviewers of articles submitted to SIM. In this regard, you recently received an invitation to update your profile on the journal's website to help us identify your areas of expertise in order to assign you articles to review. Shift towards open science - open access granted In line with international and national guidelines and the AIM strategy, the SIM journal will move towards open science in all its facets. A very important first step has been accomplished, as we have signed a new contract with our publisher Eska. Starting with issue 3, Volume 30, in 2025, all published articles will be freely accessible to authors and readers alike. AIM will cover the associated costs, and a funding request has been submitted to the National Fund for Open Science to help the association maintain this diamond model of publication in the long term. All of this has been made possible thanks to the teamwork of all the members of the editorial board, first and foremost the deputy editors-in-chief, the members of the AIM board of directors, and in particular its previous and current presidents. A big thank you to the entire IS community. Yours scientifically, Claudio Vitari
Improving communication around the Systèmes d'Information et Management (SIM) Journal
The Systèmes d'Information et Management (SIM) journal continues to evolve to better meet the expectations of the Information Systems scientific community. With this in mind, recent feedback has highlighted areas for improvement in the dissemination of journal-related information. We would like to thank all those who took the time to share their observations: they will help us to move forward collectively. SIM journal has several information channels: - announcements are published on the official website, - they are shared within the editorial board, - they are automatically relayed by email to over 600 subscribers, - the journal is present on LinkedIn, via an account managed by a member of the editorial board, - and there are shared members between the SIM Editorial Board and the AIM Board of Directors. To improve the flow of information and strengthen the link with the wider community, several concrete actions have been recently undertaken. The most structural ones are: - A procedure for publication on LinkedIn has been formalized to ensure regular and consistent visibility. - A proposal to create a Communication Manager position within the Editorial Board will be put to the vote of the Editorial Board on May 21, 2025, in order to coordinate and strengthen communication actions. These measures are part of a willingness to openness and participation. We invite the entire community to : - consult the journal website regularly, - register to stay informed, - share your suggestions for improvement. We believe in an open, lively journal driven by its community. Thank you all for your commitment and trust.
The SIM Editorial Board is delighted to announce the appointment of the following new members for a 4-year term: Vincent Dutot, Sophie Agulhon. Roxana Ologeanu Taddei joins Aurélie Leclercq-Vandelannoitte as deputy editor-in-chief. Said Assar, Carine Dominguez-Péry and Elisabetta Raguseo are completing their terms of office and are no longer accepting new submissions. We thank them for their contributions.
SPECIAL ISSUE - CALL FOR PAPER The transformative power of digital healthcare: New challenges and research opportunities
SPECIAL ISSUE - CALL FOR PAPER The transformative power of digital healthcare: New challenges and research opportunities As Orlikowski and Iacono (2001) emphasize, information systems (IS) researchers not only have the opportunity to influence the future, but they also have the responsibility to do so by documenting what digital technologies change, capturing what disappears, and what is being created. In the healthcare sector, recent years have been marked by massive growth in innovations and the implementation of digital technologies: the development of mobile health (Motammarri et al., 2014; Ghose et al., 2022), the deployment of digital patient monitoring devices (Chan et al., 2020), the operationalization of integrated electronic medical records systems (Eden et al., 2022), the introduction of artificial intelligence applied to clinical diagnostics (Anichini & Geffroy, 2021, Abdel-Karim et al., 2023), the development of immersive therapies via virtual reality (Lacity et al., 2023), and the use of blockchain technology (Dubovitskaya et al., 2020). However, beyond the proliferation of innovative digital devices, what now stands out seems to be of a different order: their interdependence, which nurtures new forms of complexity, the quantification at work (data-intensive medicine), and the unprecedented modes of instantaneous calculation (algorithmic medicine) that support them, as well as the connectivity challenges (telemedicine)... all of which are dynamics that could greatly amplify the transformative power of digital technologies. Data analysis and Artificial Intelligence (AI), driven by the acceleration of data collection in the sector, are ushering in disruptions and radical innovations in healthcare. For example, rapid advancements in AI are creating new opportunities in healthcare. These technologies alone have a transformative power on the industry and society. But through their integration, their disruptive effects increase exponentially, raising new issues. Thus, the more organizations collect data due to increased integration of digital devices, the more the issue of privacy protection becomes critical (considering the sensitivity of the data collected and processed). With the dissemination of self-learning algorithms, cybersecurity concerns become even more critical. This new generation of digital innovations also raises new governance questions, particularly regarding the involvement of new stakeholders in healthcare system analysis, represented by the intervention of non-human agents in automated and algorithmic decision systems (Niederman & Baker, 2023). Similarly, explainability, accountability, relationships between healthcare professionals, and the organization of work represent major challenges associated with the use of AI in healthcare organizations (Schwennesen, 2019; Choudhury & Asan, 2022; Siala & Wang, 2022). The complexity of algorithms and the colossal volume of data used by AI make it extremely difficult to understand and thus explain the functioning and results produced by AI; deep learning is a prominent example of this (Lebovitz et al., 2021). The question of responsibility for healthcare professionals and the organizations to which they belong becomes even more acute when they use this technology (Reis et al., 2020; Lebovitz et al., 2021). From a managerial perspective, the use of AI is a major disruptive element in healthcare management systems (Cavallone & Palumbo, 2020), contributing to the transformation of relationships among stakeholders and the emergence of new work organizations that require new skills. Providing patients with broader access to healthcare via telemedicine or connected devices for remote monitoring profoundly changes the organization of care and the role of the patient. It also raises numerous challenges in terms of health equity and trust (Petersen et al., 2019). For some, this represents a significant break (Davenport et al., 2019; Mesko et al., 2017). For others, technological advancements in healthcare oscillate between continuity and a shift. Many studies have shown that the impact of early generations of information technology on healthcare has been far below expectations (Payton et al., 2011; Eden et al., 2018). And even though the COVID crisis accelerated the digital transformation of the healthcare sector (Lin et al., 2021), the sector, and even more so the medico-social sector, remain marked by slow adoption of innovations in digital health technologies. The transformative potential of digital technologies in the healthcare sector remains complex to grasp, as it is embedded in structural specificities. These includes: The complexity of the domain, related to the multiplicity of competing and/or cooperating actors (industrials, consumers, patients, healthcare professionals, insurance companies...), and an institutional environment also characterized by multiple levels of regulation and the power of professional bodies. The ongoing challenge of integrating legacy systems, the diversity of technological platforms, and strict regulations that pose major interoperability issues. Governments, providers, and users must agree on interoperability and standardization frameworks in a constantly evolving regulatory context (Spil et al., 2007). Barriers to the diffusion of technologies. Each new technology integrated into the healthcare pathway introduces a multiplicity of changes in the existing context, creating obstacles and resistance. These changes may affect the social and spatial organization of care, the division of medical and paramedical labor, and interactions among various stakeholders. They can concern the work activities themselves, as well as the levels of knowledge and professional identities (Lapointe & Rivard, 2005; Liang & Xue, 2022). The power dynamics at play in the healthcare industry, highlighted in studies on IS governance and the direction of AI development (Xue et al., 2008; Dwivedi et al., 2021). Also, the internal power dynamics within a healthcare organization, as well as the external dynamics that often play out between patients and caregivers (Woodside, 2016). Is the transformative power of digital technologies in healthcare likely to improve the effectiveness and efficiency of healthcare systems? As the World Health Organization (2021) reminds us, digital innovations aim to transform the delivery of healthcare services, making them more accessible, personalized, and potentially more efficient. Call for Papers: Emerging technologies in healthcare present new challenges and renew issues due to the unpredictable discontinuities brought about by technologies like AI and their integration, or even their expansion across the entire sector. They offer significant opportunities for future research and the potential to renew theoretical and methodological approaches in IS management (White Baker et al., 2023). In order to overcome past difficulties and address the complexity of the field, Payton et al., (2011) advocate for interdisciplinary approaches in healthcare and information technology. The healthcare field represents "a rich environment from which new theories can be developed and existing theories extended in the field of IS" (Chiasson & Davidson, 2004). This special issue is open to contributions from interdisciplinary (Chen et al., 2019) and sociotechnical perspectives, often considered one of the foundational viewpoints in IS discipline (Sarker et al., 2019). Submissions should focus on the ongoing transformations driven by innovative digital health technologies and grasp the magnitude of these changes. Contributions on the medico-social sector, which is currently under-researched, will be appreciated (Bonjour et al., 2018). Contributions may include empirical, theoretical, or meta-analysis papers. Examples of topics that may be addressed include: The challenges of AI in healthcare (ethics, responsibility, etc.), Patient empowerment and healthcare democracy, The "techno-push" dynamics of digital health technologies and industrial influence on the pace and direction of innovations in this field (particularly AI), The challenge of new forms of multi-level governance in healthcare, The new generation of digital health technologies and their vulnerabilities, The care pathway and technologies, Hospital-city cooperation/coordination, … Submission guidelines Submissions are open to all and can include empirical papers, meta-analyses, literature reviews, and new theoretical frameworks. Papers may be submitted in French or English; final versions will be in English (with copy editing). Articles must be submitted in full and must adhere to the submission guidelines of the SIM journal. http://revuesim.org/index.php/sim/about/submissions Important Dates Submission Deadline: September 30, 2025 First-round Notification: December 20, 2025 Revision Deadline: March 20, 2026 Second/Final Decision by Invited Editors: Early June 2026 Publication Decision by Editorial Board: July 2026 Publication Date: September 2026 Co-editors of the Special Issue Valérie Fernandez (Valerie.fernandez@telecom-paris.fr) Bénédicte Geffroy (Benedicte.geffroy@imt-atlantique.fr) Liette Lapointe (liette.lapointe@mcgill.ca) Jean-François Berthevas (jean-francois.berthevas@univ-lr.fr) References Abdel-Karim, B. M., Pfeuffer, N., Carl, K. V., & Hinz, O. (2023). How ai-based systems can induce reflections: the case of ai-augmented diagnostic work. MIS Quarterly, 47(4), 1395-1424. Anichini, G., & Geffroy, B. (2021). L’intelligence artificielle à l’épreuve des savoirs tacites. 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Dwivedi, Y.K., Hughes, L., Ismagilova, E., Aarts, G., Coombs, C., Crick, T., & Williams M.D. (2021). Artificial Intelligence (AI): multidisciplinary perspectives on emerging challenges, opportunities, and agenda for research, practice and policy. International Journal of Information Management, 57. Eden, R., Burton-Jones, A., Ballantine, C., Donovan, R., McKavanagh, D., Staib, A. & Sullivan, C. (2022). The digital transformation journey of a large australian hospital: A teaching case. Communications of the Association for Information Systems, 51(1), 25. Ghose, A., Guo, X., Li, B., & Dang, Y. (2022). Empowering patients using smart mobile health platforms: Evidence from a randomized field experiment. Management Information Systems Quarterly, (03). Jones, S. S., Rudin, R. S., Perry, T., & Shekelle, P. G. (2014). Health information technology: an updated systematic review with a focus on meaningful use. Annals of internal medicine, 160(1), 48-54. Lacity, M., Mullins, J. K. & Kuai, L. (2023). Evolution of the Metaverse. MIS Quarterly Executive, 22(2). Lapointe, L., & Rivard, S. (2005). A multilevel model of resistance to information technology implementation. MIS Quarterly, 29(3), 461-491. Lebovitz, S., Levina, N., & Lifshitz-Assaf, H. (2021). Is AI ground truth really true? The dangers of training and evaluating AI tools based on experts’ know-what. MIS Quarterly, 45(3), 1501- 1525. Liang, H., & Xue, Y. (2022). Save face or save life: Physicians’ dilemma in using clinical decision Support systems. Information Systems Research, 33(2), 737–758. Lin, Y.-W., Ivanov, A., Chang, H.-L. & Shaw, M. J. (2021). Role of Telehealth Adoption in Shaping Perceived Quality of Care: Empirical Analysis. 22. Meskó B, Drobni Z, Bényei É, Gergely, B, Győrffy Z. (2017) Digital health is a cultural transformation of traditional healthcare. mHealth, 3:38. Motamarri, S., Akter, S., Ray, P. et Tseng, C.-L. (2014). Distinguishing 'mhealth' from other healthcare services in a developing country: A study from the service quality perspective. Communications of the Association for Information Systems, 34(1). Niederman, F., & Baker, E. W. (2023). Ethics and AI issues: Old container with new wine? Information Systems Frontiers, 25(1), 9–28. Orlikowski, W. J., & Iacono, C. S. (2001). Research commentary: Desperately seeking the “IT” in IT research—A call to theorizing the IT artifact., Information Systems Research, 12(2), 121–134. Payton, Fay Cobb, et al. "Health care IT: Process, people, patients and interdisciplinary considerations." Journal of the Association for Information Systems 12.2 (2011): 4. Petersen, A., Tanner, C., & Munsie, M. (2019). Navigating the cartographies of trust: How patients and carers establish the credibility of online treatment claims. Sociology of Health & Illness, 41(S1), 50–64. https://doi.org/10.1111/1467-9566.12872 Reis, L, Maier, C., Mattke, J., Creutzenberg, M., & Weitzel, T. (2020). Addressing User Resistance Would Have Prevented a Healthcare AI Project Failure. MIS Quarterly Executive, 19(4), 279-236. Sarker, S., Chatterjee, S., Xiao, X., & Elbanna, A. (2019). The sociotechnical axis of cohesion for the IS discipline: Its historical legacy and its continued relevance. MIS Quarterly, 43(3), 695–720. Schwennesen, N. (2019). Algorithmic assemblages of care: Imaginaries, epistemologies and repair work. Sociology of Health & Illness, 41(S1), 176–192. https://doi.org/10.1111/1467-9566.12900 Siala, H. & Wang, Y. (2022), Shifting artificial intelligence to be responsible in healthcare: A systematic review. Social Science & Medicine, 296. Spil, T. A., Katsma, C. P., & Stegwee, R. A. (2007). Information systems and healthcare XXIII: Exploring interoperability of electronic healthcare records by studying demand and supply in the Netherlands. Communications of the Association for Information Systems, 20(1). White Baker, E., Eden, R., & Xue, Y. (2023). Health Information Systems Research: Opportunities to Further Advance the Field. Communications of the Association for Information Systems, 53(1), 984-1002. Woodside, J. (2016). Transforming healthcare provider and patient power dynamics-exploring the impact of mobile healthcare. In AMCIS. World Health Organization. (2021). Global strategy on digital health 2020-2025. World Health Organization. Xue, Y., Liang, H. & Boulton, W. R. (2008). Information technology governance in information technology investment decision processes: The impact of investment characteristics, external environment and internal context. MIS Quarterly, 32(1), 67-96