"Metaverse" as a term came to the fore in 2021 when Facebook rebranded its corporate identity to Meta, and signaled its intention to invest at least $10 billion in developing the concepts and related products that year. However, there is still little consensus in defining what constitutes the metaverse, although there is a widespread, though not universal, agreement that it will bring a wide range of benefits across society. More specifically, the advent, and continuing evolution, of the metaverse has strategic and operational implications for, and impacts on, industry and business at large. Adopting an inductive, interpretivist approach, this exploratory research article presents case examples of the guidance on the responsible development of the metaverse provided by two IT business services companies. The article identifies the major risks and responsibilities associated with the metaverse and assesses how companies might address these responsibilities. Very little research has been published in this area and this article attempts to make a small contribution to filling this gap in the literature. The article finds that responsibilities are largely in line with those currently associated with corporate digital responsibility, and concludes that the strategic impact and extent of regulatory change will depend on the nature of the metaverse that materialises in the forthcoming decade.

This article explores how digitalisation is impacting the hospitality industry and assesses the evolving role of Information Technology (IT) strategy in the digitalisation process. The research approach is qualitative and inductive, based on six in-depth interviews with senior IT professionals in the hospitality industry. Findings indicate significant differences in the role of IT strategy in guiding digitalisation in the companies studied. The depth of information provided by the interviewees supports the development and application of a model that profiles the companies regarding their degree of digitalisation and technology integration. Analysis of interview material allows the identification of key properties for successful digitalization: process agility, workforce adaptability, and technology manageability, along with a clear data culture and ensured cybersecurity. However, disparate systems and technologies, and a lack of data integrity, are key issues that leave hospitality companies with difficult choices in progressing digitalisation initiatives. The applied model and identification of key properties for successful digitalisation contribute to the development of related theory and can also be used as a reference point for senior IT professionals working in the industry.

This article sets out to examine how digital twins have been used in a multi-national corporation, what technologies have been used, what benefits delivered and the significance of people and process related issues in achieving successful implementation. A qualitative, inductive research method is used, based on interviews provided by key personnel involved in three digital twin projects. The article concludes that digital twin projects are likely to involve incremental rather than disruptive change, and that successful implementation is usually underpinned by ensuring technology, people and process change factors are progressed in a balanced and integrated fashion. Building upon existing frameworks, three “properties” are identified as being of particular value in digital twin projects - workforce adaptability, technology manageability and process agility – and a related set of steps and actions is put forward as a template and point of reference for future digital twin implementations. The findings are a contribution to the developing theory around digital twins and digitalization in general, and are also of relevance to professionals embarking on DT projects.

As the digital era advances, many industries continue to expand their use of digital technologies to support company operations, notably at the customer interface, bringing new commercial opportunities and increased efficiencies. However, there are new sets of responsibilities associated with the deployment of these technologies, encompassed within the emerging concept of corporate digital responsibility (CDR), which to date has received little attention in the academic literature. This exploratory paper thus looks to make a small contribution to addressing this gap in the literature. The paper adopts a qualitative, inductive research method, employing an initial scoping literature review followed by two case studies. Based on the research findings, a simple model of CDR parameters is put forward, and the article concludes with a discussion of a number of emergent issues - fair and equitable access, personal and social well-being, environmental implications, and cross-supply chain complexities - that suggest possible directions for future research.

This article examines how digitalisation is impacting the management of IT. Phase 1 of the re-search focuses on the German automotive industry, and adopts a qualitative inductive approach, based on feedback from 19 semi-structured interviews with IT managers and professionals. Five key aspects of digitalisation are identified, and a new model for the management of IT is devel-oped. Phase 2 then reviews the deployment of digital technologies in eight organisations from other industry sectors and assesses the overall impact on the management of IT. The results suggest that the transition to new IT management structures in the German automotive industry may be the forerunner of a change process that will impact more widely in other industries, in particular where digital technologies are now embedded in an organisation’s products or services. The results also provide some new perspectives on the conceptualisation of digitalisation and digital transformation, and represent a contribution to the developing theory around new tech-nology deployment and IT management in the digital era.

The textile and clothing (T&C) industry is not usually viewed as an exemplar of sustainable de-velopment and the circular economy, as the industry has hitherto made its products in linear fashion, with relatively little recycling of the finished goods. This article examines the industry’s approach to the core sustainability concept and the circular economy in particular, through a re-view of the available academic literature, evidence from corporate sustainability reports and websites, and feedback from an online survey of industry professionals. The role of digital technology deployment in engendering sustainability and the circular economy in the industry is also explored. The study finds that whilst sustainability is now firmly embedded at the strategic level in the vast majority of companies studied, attitudes towards the circular economy remain fickle. The use of digital technologies in support of sustainability objectives is also limited at present, but the article concludes that the need to meet compliance requirements and new cus-tomer perceptions of sustainability will speed the transition to circular economy activities, facili-tated by greater exploitation of digital technologies. Building upon the research findings, existing models and an initial conceptual framework, a simple operational model for initiating such a transition for small-to-medium sized enterprises in the T&C industry is put forward.

The company strategic procurement function makes a significant contribution to overall corporate success, and yet remains under-researched in terms of digitalisation and digital maturity. This research adopts an inductive case study approach, using qualitative data from in-depth inter-views with industry practitioners, to develop and apply a digital maturity model for the deployment of strategic procurement analytics. The research presents a snapshot of the digital maturity of the strategic procurement function of a global aircraft manufacturer, and finds that current exploitation of analytics remains constrained by a range of factors, including the need for close compliance with regulatory norms. Thematic analysis of the interview material provides the basis for the development of the maturity model, which - although geared to a specific industry context - is nevertheless of relevance in other business environments. The research thus con-tributes to the existing literature in this field, and will also be of interest to procurement professionals. However, the research clearly has its limitations, not least in that it is based on just one industry case, and cross-industry generalisations from the findings must therefore be treated with caution.

To proactively manage information security, enterprises often employ information security risk assessment techniques. Asset value - which is used to calculate the financial impact of possible threats - is one of the key parameters of information security risk. However, assets in a system are rarely independent, and their values are typically interdependent. Asset owners and IT teams may hold different views as regards these values, and there is thus the need to reduce subjectivity in a qualitative risk assessment. The research entails the development of a conceptual framework derived from the literature to minimize subjectivity, and the design of a system based on those concepts. The study uses the Unified Modeling Language as a design tool and puts forward an object-oriented model for defining asset values, in which the relationships between assets, vulnerabilities and related threats are identified. A “segregation of duties” approach is integrated into the risk management system to mitigate against subjectivity and better determine asset values. Survey responses from 16 practitioners working in the private and public sectors confirm the validity of the approach, but suggest it may be more workable in larger organisations where resources allow dedicated risk professionals to operate.

The recent past has witnessed a growing interest in technologies for creating chatbots. Advances in Large Language Models for natural language processing are underpinning rapid progress in chatbot development, and experts predict revolutionary changes in the labour market as many manual tasks are replaced by virtual assistants in a range of business functions. As the new technology becomes more accessible and advanced, more companies are exploring the possibilities of implementing virtual assistants to automate routine tasks and improve service. This article reports on qualitative inductive research undertaken within a chatbot development team operating in a major international enterprise. The findings identify critical success factors for chatbot projects, and, based on the in-depth case study, a model is put forward to aid the manageability of chatbot implementation. The presented model can serve as an exemplar guide for researchers and practitioners working on the design, development and implementation of virtual assistants. It is flexible and applicable in a wide range of business contexts, linking strategic business goals with execution steps. It is particularly applicable for teams with no experience of chatbot implementation, reducing uncertainty and managing decisions and risks throughout the project lifecycle, thereby increasing the likelihood of project success.