Google is investing billions in German data Centers – a strong signal for Germany as a business location. But what at first glance looks like a clear locational advantage could, on closer inspection, prove to be a double-edged sword for Europe's digital sovereignty.

On the one hand, such investments secure access to modern digital infrastructure, create jobs, and give the economy an important boost. They stand for progress and dynamism. So, first of all, it's great that Google is investing in Hesse!

On the other hand, with every new data center built by a US corporation, we are also relinquishing another piece of our digital independence. If Europe wants to be a creator rather than just a user in the digital world, we must specifically promote our own investments and strong European alternatives.

I had the opportunity to briefly comment on this topic in my interviews for hessenschau and SAT.1 news.

While artificial intelligence (AI) technologies offer much potential for a wide range of AI uses in organizations, identifying use cases involves making many decisions amidst influencing complications. While nascent methods for identifying such AI use cases seem promising, we know very little about their proven efficacy to actually guide decisions during the use case identification process.

To investigate this efficacy, we conducted action design research at EnBW, one of Europe’s largest energy suppliers. We draw on interviews and an intervention at EnBW’s practices to develop a method, derive six design principles, and describe factors that increase our method’s efficacy. We therefore contribute a novel theoretical perspective on decision-making in contexts of organized anarchy, explaining how organizations can navigate the complexities of decisions in AI use case identification.

I am happy that our paper “Identifying Artificial Intelligence Use Cases: Toward a Method that Facilitates Garbage Can Innovation Processes” has been accepted for publication in Information & Management and is now available online (open access).

I was interviewed by ZDF for the heute news program about the influence of artificial intelligence on the job market.

My key points in the interview were:

• The current generation of artificial intelligence, especially generative AI, is leading to large-scale automation in the field of knowledge work for the first time.
• Currently, repetitive routine tasks and tasks whose results are digital or digitizable are particularly amenable to automation.
• Tasks that involve direct interaction with people, manual labor, and tasks directly related to AI are less affected.
• AI is already enabling significant efficiency gains today, and this will continue to increase with further technological development.
• This leads to productivity gains that do not necessarily result in job cuts, but are used to do so, especially in economically weaker times.
• Currently, it can be observed that, against the backdrop of AI, fewer entry-level positions and assistant roles are being filled than in previous years.
• Efficiency gains through AI can also help us counteract the current shortage of skilled workers against the backdrop of demographic change.

A (very short) excerpt from the (German) interview can be found here (from 3:28).

As part of the project “KrypToFi – Tokenization & Practical Knowledge for SMEs and Startups,” I was interviewed and asked questions. The conversation focused on the potential of tokenization and blockchain technologies for companies – far beyond the financial sector.

We talked about which specific areas of application are opening up in fields such as supply chain management and digital identity, what organizations should pay attention to in practical implementation, and what cultural changes the introduction of such technologies entails – especially in terms of leadership, trust, and governance.

The global talent shortage has become a universal challenge, prompting practitioners and researchers to explore digital innovations as potential solutions for acquiring the right talents. However, the role of emerging technologies like generative artificial intelligence (AI) in human resources (HR) remains largely uncharted territory. 

Our recently accepted article investigates generative AI's transformative potential to augment recruiters' daily operations. Through a qualitative interview study, we derive and illuminate the opportunities of generative AI within the recruitment domain, shedding light on its promising opportunities but also addressing inherent challenges. The findings of this study propose a theoretical model of generative AI in recruitment and how it empowers recruiters in their daily tasks to recruit tomorrow's talents.

I am happy that our paper “Hiring Tomorrow’s Talents: How Generative Artificial Intelligence Transforms Human Resources Recruitment” has been accepted for presentation at the Hawaii International Conference on System Sciences (HICSS) in January 2026.

Centralized social media (CSM) are criticized for issues such as data exploitation, content manipulation, and unilateral governance. In response, decentralized social media (DSM) platforms, such as federated and blockchain-based, have emerged, promising greater user autonomy, privacy, and participatory governance. However, the extent to which DSM address or merely reconfigure CSM’s problems remains unclear.

Our recently accepted study conducts a scoping literature review to analyze challenges across three dimensions: platform ownership, technical infrastructure, and user agency. Using qualitative coding, we synthesize critical issues and find that decentralization redistributes, rather than resolves, social media’s core challenges. While DSM reduce corporate dominance, they introduce new governance complexities, infrastructural barriers, and issues related to user agency such as extremism and misinformation. We conclude that DSM shift the locus of control and responsibility, requiring innovative governance to realize their potential.

I am happy that our paper “One Solution to Fix Them All: Does Decentralization Fix the Problems of Social Media?” has been accepted for presentation at the 46th International Conference on Information Systems (ICIS 2025) in Nashville, Tennessee.

Although artificial intelligence (AI) is expected to significantly alter strategic decision making (DM) on an organizational level, only a few scientific articles examine the evolution of AI within the organizational DM (ODM) process. Most contributions lack empirical insights to allow predictions of the development of DM under the influence of AI or show outdated perspectives on the capabilities of AI in ODM. 

Our new paper addresses this gap by conducting a multi-vocal literature review (MLR) and a quantitative analysis of patents on AI-based decision support systems (DSS). Overall, the findings advance current research on AI in ODM by providing an overview of existing theoretical contributions and predicting a trend toward an increasing augmentation of human intelligence by AI throughout the ODM process. This enables managers to take strategic action and adapt organizational structures and managerial tasks based on our prediction of the future evolution of AI within the ODM process.

I am happy that our paper “The Evolution of the Organizational Decision Making Process: A Predictive Analysis of the Impact of Artificial Intelligence” has been accepted for presentation at the 46th International Conference on Information Systems (ICIS 2025) in Nashville, Tennessee.