This paper presents an empirical study of changes that firms implement in their board-level IT governance (ITG) upon experiencing operational IT failures. Consistent with the separation of oversight ...from management decisions, board-level ITG is responsible for monitoring managerial IT decisions and policies for controlling IT resources. We expect that operational IT failures indicating inadequacies in board monitoring of controls over IT resources would result in a negative stock market reaction and, in turn, induce firms to improve their board-level ITG. Our expectation is confirmed based on a sample of 110 operational IT failures from U.S. public financial firms. Specifically, our results demonstrate that subsequent to experiencing operational IT failures, firms make improvements to the IT competency level of their boards, and the improvements are proportional to the degree of negative market reaction. However, those improvements are only on the executive side of the board, namely: an increase in the IT experience of internal (executive) directors and an increased turnover rate of CIOs serving on the board. Furthermore, the likelihood of CIO turnover is lower in IT-intensive firms where such turnover could be more disruptive. Our results contribute to understanding the critical connection between operational IT failures and board-level ITG.
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BFBNIB, CEKLJ, IZUM, KILJ, NMLJ, NUK, PILJ, PNG, SAZU, UL, UM, UPUK
The adoption of IT governance (ITG) frameworks in organizations worldwide, along with the subsequent need to comply with regulations and standards, has placed ITG implementation decisions firmly with ...the boards and executives of organizations. With diverse board and executive level cultures evident in various parts of the world, the adoption of ITG frameworks depends on the ITG practices followed in each cultural context. Through an online survey, this study thus examines the existing ITG practices through the structures, processes and relational mechanisms (SPR) practices model, followed by senior management in the GCC region. In this respect, this study evaluates effective baseline ITG practices at the board and executive levels and suggests ITG structures, processes, and relational mechanisms that ITG consultants in the Gulf Co-operation Council region can follow for effective ITG implementation.
Information technology (IT) can have a direct and indirect impact on business performance. New technologies change the risks at the strategic and governing levels of an enterprise. In the age of ...digitalization, we need to develop new understandings and approaches to governance and management. The most established IT governance (ITG) models, such as COBIT, ITIL and CMMI, are universal, one-size-fits-all models that are not in line with contingency theory and are predominantly designed for large multinational enterprises. They are too cumbersome and cost-intensive for small and medium enterprises (SMEs) to use effectively. Therefore, there is a need to develop more efficient models that are contingency-based and easier to implement than existing models and thus adaptable to the actual needs of the business. This paper presents an empirical evaluation of key ITG mechanisms from the literature that clearly shows that several are not universally but situationally necessary, thus demonstrating the need for new contingency-based ITG models.
This paper assesses the supportive role of free/libre and open source software (FLOSS) in Information Technology (IT) Governance. The result is a conceptual framework emerging from design science ...research conducted in cooperation with a private non-profit organization in the third sector. Our selection of 35 FLOSS solutions distributed across twenty-one categories can be adopted for nearly 95% of COBIT 2019 management activities. The results are encouraging to companies interested in improving their IT Governance based on FLOSS infrastructure. For theory, we present a pioneering analysis of the FLOSS market for IT Governance using the lenses of COBIT 2019. For practice, we offer artifacts for FLOSS selection and initial recommendations to increase FLOSS adoption for IT Governance. The growing expansion of FLOSS adoption requires new tools to guide IT Governance auditors and integrate FLOSS solutions within the entire governance lifecycle from early planning, execution, and performance evaluation to more mature stages of continuous improvement.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
This research endeavors to address the question of how to enhance project performance through exploring the relationships among information technology (IT) governance, project governance and project ...performance. The research utilizes an empirical survey methodology. The survey of 533 working professionals in various industries renders 282 usable responses or a response rate of 53.91%. The results suggest that both IT governance and project governance have a positive impact on project performance. Moreover, we found that three dimensions of IT governance (i.e., strategy setting, value delivery, and performance management) are positively associated with project performance while all three dimensions of project governance (i.e., portfolio direction, project sponsorship as well as project effectiveness & efficiency, and disclosure & reporting) are positively associated with project performance. Additionally, the alignment between IT governance and project governance is also found to be positively associated with project performance. These findings provide evidence to project management professionals in regard to IT governance and project governance being part of the operational strategy in facilitating the success of projects. It also demonstrates the importance of the alignment strategy between IT governance and project governance in enhancing project performance.
•This research endeavors to address the question of how to enhance project performance through governances.•The results suggest that both IT governance and project governance have a positive impact on project performance.•These findings suggest IT governance and project governance be part of the operational strategy in facilitating the success of projects.•It also demonstrates the importance of the alignment between IT governance and project governance in enhancing project performance.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
In a complex organizational setting, various stakeholders maintain and display diverse institutional logics due to the different nature of their professional backgrounds. Prior studies show that the ...existence of these multiple institutional logics often leads to competing interplay that instills conflict. However, little is known about how these institutional logics change and develop in a broader organizational discourse. To address this knowledge gap, the present study reports empirical findings from six public hospitals in Indonesia, investigating the dynamic interplay between stakeholders with different institutional logics that influence and shape IT governance. Our analyses suggest that institutional logics change and develop in two modes of change: dialectical and life-cycle modes, in which multiple logics contradict and/or evolve in response to their institutional environments. Our study offers a new understanding of the dynamics of the underlying institutional logics of IT governance.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Digitally literate employees are accustomed to having free access to digital media technologies. However, some organizations enact information technology (IT) governance structures that explicitly ...proscribe access to these technologies, resulting in considerable tension between employees and the organization. We explore these tensions in an exploratory investigation into the Chinese operations of a global hotel chain. We examine how employees creatively act as bricoleurs as they violate IT policies to ensure access to the digital media of their choice. We discuss the broader implications of our findings for practicing managers, as well as future research opportunities, before concluding the paper.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
Local governments are in an ideal position to integrate government, private, and citizen data to deliver beneficial new digitally enabled public services. However, progress toward achieving the ...benefits has stagnated in many cases. This is because managers lack the requisite know-how to lead the implementation and enactment of integrated enterprise systems to improve the processes of public service delivery, part of a journey called ‘digital transformation’. If digital transformations are to progress, we need more nuanced empirical elaboration of the know-how managers require. To that end, this study reports evidence from case studies in 11 local governments in Canada. The findings provide the empirical basis for a theory of the know-how managers require to lead the implementation and enactment of integrated enterprise systems in support of digital transformation. We then propose a new theoretical model of how to transfer that requisite know-how to managers through public-private partnerships, and thereby mitigate barriers to that transfer.
•IT governance strategies to support digital transformation in government.•Exploit trigger events and strong vision to expedite digital transformation.•Structures, metrics and incentives to fit each stage of transformation lifecycle.•Benefit from external knowledge via public-private partnerships (PPP).•A knowledge transfer model for PPP in support of digital transformation.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
The pervasive adoption of outsourcing and Cloud technologies proceeds apace, but the challenges and risks inherent in Cloud arrangements are causing concern amongst regulators globally. How well ...prepared are financial services multinationals for regulatory compliance? Cloud based Fintech companies are disrupting traditional banking models, signaling that highly regulated firms must adopt Cloud technologies. The paper focuses on understanding specific risks in relation to Cloud adoption, and the regulations and penalties for non-compliance being put in place. From the findings, we theorize a framework for deciding when to engage strategically with, or avoid Cloud technologies. This helps executives balance the need to innovate with the need to manage compliance risk. We then detail emerging effective practices for managing Cloud based innovation on a sustainable basis. While we focus on global financial services, the analysis applies to all regulated industries, wherever Cloud based innovations impact materially on business-critical services.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
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