A Risk Management Framework for Design Science Research Jan Pries-Heje Roskilde University, Denmark John Venable Curtin University of Technology, Australia Richard Baskerville Georgia State University, USA Abstract As a new and complex form of research, which combines very heterogeneous activities requiring different skills, Design Science Research (DSR) in IS has new and difficult areas of risk to manage in order to ensure success. As yet, there is little experience with managing risk in DSR or even identification of types of risks to be managed. This paper analyses DSR research activities and applies the ideas and practices of risk management to DSR to develop a framework for identifying, assessing, prioritizing, and treating potential risks inherent to DSR. The framework developed identifies six potential risk areas and specific key risks within each area and includes a scale designed to simplify quantification and prioritization of risks as well as measures to mitigate risks in DSR. Finally the paper applies the framework to an ongoing DSR case study to provide initial evidence of its value and feasibility. 1. Introduction Like most activities in life, conducting research has risks. While Design Science Research (DSR) in the IS field is subject to the usual risks of other forms of research, its novelty, new kinds and combinations of heterogeneous research activities, and its potential complexity add extra and important risks not present in other forms of research. As a relatively new area of research, DSR is particularly prone to risk, because there is still little experience in IS DSR from which to learn. As a form of research that invents new technologies, DSR presents risks not present in more traditional empirical or theoretical research. DSR also involves a complex blend of problem analysis and formulation, new solution technology development and construction, theorising, and theory testing through solution technology evaluation, often in complex organisational situations. The purpose of this paper is to develop and provide a framework for DSR researchers to improve their ability to manage risk in DSR. To do so, we analyse, identify and describe what sorts of risks there are in undertaking DSR in IS, what causes there are for such risks, and what IS DSR researchers might do in order to assess, prioritize, and reduce or mitigate the risks identified. What risks are relevant depends of course on what is at risk and for whom it is a risk. Those for whom there are potentially risks (and benefits) are called stakeholders. There are several key 1