A Model-Driven Framework for Process-Centric Business Continuity Management

Since the 1990s, organizations have gradually become involved in the transformation of their information technology (IT) management process. In order to determine the direction of IT development in correlation with business needs, a consolidated management approach is imposed. This paper aims to provide a comprehensive assessment of the maturity level of IT management process in an organization. For this purpose, an empirical study in a Romanian public service company was done by using the benchmarking technique and Capability Maturity Model to describe the maturity level of IT management process. Four benchmarking classes, including a number of 24 benchmarks, were taken into account to focus on the main key issues - IT management strategy and IT planning; alignment of business strategy, IT strategy, organizational structure, and IT infrastructure; and information systems security management. The study reveals that the IT management process is mainly focused on technological dimension and less on the managerial one. It was observed that IT managers have a low awareness of managerial skills in planning, organizing, controlling, and leading the IT activities. Practical implication of the study presents two major issues: 1) on one hand, the need to approach a transversal vision in managing the IT process by aligning it to a complex set of choices, reflecting both a strategic and functional perspective and, 2) on the other hand, this study may be useful for managers looking to improve management of the IT department as well as the quality of their services. The study also indicates specific recommendations to refine the IT management process of Romanian companies.

A bottom-up path for IT management success: From infrastructure quality to competitive excellence

Information technology (IT) infrastructure deserves serious attention from both the practitioner and academic communities, especially concerning the factors for IT infrastructure flexibility. The issue of flexibility is viewed as a critical aspect of IT infrastructure, because organizations are faced with an ever-increasing rate of change in their business environments. One effort most business sectors have made to prepare for this change is the trend toward mass customization. Recently, many organizations have embraced mass customization in an attempt to provide unique value to their customers in a cost-efficient manner.The purpose of this study is to empirically investigate a sequential relationship between IT infrastructure flexibility, mass customization, and business performance. The process involves an investigation of the critical factors for IT infrastructure flexibility, along with the firm's mass customization and business performance indicators. The findings of this study provide evidence that integration and modularity of an organization's IT infrastructure facilitate the organization's effort to accommodate mass customization. Additionally, the flexibility of the IT personnel, the human component of IT infrastructure, and mass customization directly affect the organization's business performance.

Building redundant capacity into an organization’s information technology (IT) infrastructure is a standard part of business continuity planning (BCP). Traditionally, cost concerns have dominated the decision of where to locate the redundant facilities. However; recently managers are becoming more aware of the fact that the very issues that make the main IT facilities vulnerable to disruption (i.e. man-made or natural disasters) are likely to impact the redundant (back-up facilities as well. This complicates the process of selecting redundant facility location(s). The problem is essentially a multi-criteria decision problem, and can be addressed using the location analysis techniques that have been used in other domains in the past. Meanwhile, what make this context somewhat unique are the decision criteria and the rather subjective nature of the decision process. This paper provides a simple decision model for the problem, and illustrates the model with a case where relevant decision criteria are identified and the solution is obtained using a mix of objective and subjective decision techniques. We believe the paper is valuable because it presents an actionable methodology for practitioners involved in BCP. <br>

IT Governance is a branch of the corporate governance system focused on information technology (IT) as well as performance and risk management. IT Governance is defined as the processes that ensure the effective and efficient use of IT in enabling an organization to achieve its goal. There are many different frameworks that can be used for managing the delivery of cost-effective IT services. IT managing the delivery of cost-effective IT services does not always give the advantage to the company. There are times when the IT managing the delivery of cost-effective IT services does not provide any benefit, it can cause IT Productivity Paradox. IT Productivity Paradox can be prevented, one is to analyze the processes undertaken with IT. From this analysis we will get the significance of the relationship processes with the IT Goal. The significance will be seen which one significant process and which one are not significant to the IT Goal. If the IT process there are not significant to the IT Goal, the process does not need to be repaired because it has no effect on IT Goal. Existing IT governance frameworks are COBIT, ITIL, ISO 20000, 17799/27001, Six Sigma, etc. The IT Infrastructure Library (ITIL), initially developed in the UK by the Office of Government Commerce (OGC), is gaining traction in the global IT community as a framework for IT governance. ISO 20000-focusing upon IT service management. ISO 17799 / ISO 27001 - focusing upon information. Six Sigma-focusing upon operational performance and defect identification. COBIT - framework for information IT management risks. Control Objectives for Information and related Technology (COBIT) provides good practices across a domain and process framework and presents activities in a manageable and logical structure. COBIT’s good practices represent the consensus of experts. They are strongly focused more on control, less on execution. These practices will help optimise IT-enabled investments, ensure service delivery and provide a measure against which to judge when things do go wrong. This research is intend to find out whether Cobit mapping Business Goal to IT Goal appropriate with case study. The result The results using SEM approach shows that the mapping of COBIT is not significant in the case studies of academic administration.

PurposeIn the context of the digital economy, information technology (IT) investment has become a necessary way for enterprises to transform digitally. However, why and how IT investment can enhance digital transformation is lacking in the literature. Based on the resource-based view (RBV), this study explored the impact mechanism of IT infrastructure on the digital transformation of enterprises from the perspective of the digital transformation strategy. Further, this study examined the moderating role of top management on the relationships between IT infrastructure and digital transformation strategy and between digital transformation strategy and enterprise's digital transformation.Design/methodology/approachThrough a questionnaire survey of Chinese enterprises, 180 sample data were collected, and the partial least squares-structural equation modeling (PLS-SEM) method was used to test the hypothesis.FindingsDigital transformation strategy fully mediates the relationship between IT infrastructure and enterprise digital transformation. Furthermore, top management has a significant positive moderating effect on the relationship between IT infrastructure and digital transformation strategy, as well as the relationship between digital transformation strategy and digital transformation.Originality/valueThis study explores the moderating role of top management in the relationship between IT and enterprise performance, as well as the mediating role of digital transformation strategy in the relationship between IT infrastructure investment and digital transformation performance. As a result, the study adds significantly to the body of knowledge on IT business value, digital transformation and strategic management. The authors' findings can help update managers' perceptions of IT value and provide theoretical guidance on deriving digital transformation performance from IT infrastructure investments.

The transfer of management from SMK(SMK) in 2017 by the East Java Provincial Government has an impact on many things. One of them is the need for media for communication. Information technology (IT) infrastructure in Vocational Schools is a connecting between Vocational Schools and the East Java Provincial Education Office. IT facilities can streamline and streamline communication between the Office of Education and Vocational Schools in various regions. To find out the state of IT infrastructure in Vocational Schools in Madiun Regency, there is a need to measure the maturity level of IT infrastructure in SMK. One popular IT governance evaluation framework used is COBIT. With the COBIT framework guidelines can assess current conditions, as well as expectations of what will be achieved. The results of the gap will be used as a basis for recommendations for improvements to what stages have not been in line with expectations. The results of the maturity level of management of IT infrastructure in Vocational High Schools at each school on average at AI3 sub domain are at level 2, while AI5 sub domains are at level 1. As for the situation in AI3 sub domains, there are still some who care about the importance of IT infrastructure policy, responsibility for infrastructure management is still limited to individual intuition, as well as the absence of measurement of the results of the objectives whether it has been achieved. While AI5 sub domain is management has begun to identify procedures for collaboration with IT infrastructure suppliers, there are standard criteria for the selection of IT infrastructure suppliers, and there are fundamental objectives for IT infrastructure supplier contract management.

An overview of the motivation and objectives of this dissertation is provided in the first chapter.Additionally, the first section presents the main research question that guides this dissertation.After that, the systematic literature on IT management is introduced, which makes up Chapter Two of this dissertation.Afterwards, each of the three studies conducted as a part of this dissertation is introduced.Lastly, the first Chapter ends with a conclusion to the introduction.Chapter 1 reduced waste, fraud, waiting times, and the amount of labour required by humans in the primary fast-food ordering and hamburger preparation processes.A fast food restaurant's ordering procedure is simply one illustration of an information process in an organisation.It is used to demonstrate how widespread the benefits of managing information technology (IT) are in terms of increased productivity and improved services.Of course, hamburger restaurants are only a small subset of the organisations in our society.It is commonly known that IT is highly relevant in our current society.This can also be deducted from the size of worldwide IT spending, which will be an estimated $5,1 trillion in 2024 (Gartner [2023]).In 2017, 93% of European workplaces used computers and digital technology is applied for managing information in all types of jobs, including in sectors not traditionally related to digitisation such as farming, health care, and construction (Commission [2017]).The European Commission has set the target of pushing the 54% of the population who possess at least basic digital skills in 2021 to 80% in 2030 (Commission [2022]).Or, as Barisic et al. [2018] state, 'IT transforms all sectors of the economy and influences society in many different ways', and according to Zong and Wang [2022] 'IT profoundly affects the economic development of a country or region'.Industry 1.0 (mechanical production using water and steam) and 2.0 (mass production using electrical energy) from the nineteenth and twentieth centuries are followed by IT-heavy successors: industry 3.0 (IT systems) and 4.0, that leverages the Internet of Things (IoT), Big Data, Artificial Intelligence (AI), and Cloud Computing (Coppolino et al. [2021]; Demir et al. [2019]).Industry 5.0 is, although not yet clearly defined, also forecast to have a strong focus on IT over the harmonisation of working space and efficiency of humans and technology (Maddikunta et al. [2022]).This dissertation is placed in the field of 'IT Management'.The management of IT infrastructure and the assistance it provides organisations in controlling the risks and limitations associated with IT operations are widely acknowledged objectives of IT management (Hundal et al. [2022]).In addition to these operational tasks, IT management also involves strategic components such as product and service et al. [2016]) was preferred above covariance-based models such as LISREL and Artificial Neural Networks (Hackl and Westlund [2000]) as it deals more robustly with multicollinearity since the model reduces the biases of the estimates of large coefficients (Cassel and Westlund [1999]).PLS has shown this robustness in Monte Carlo simulations (Westlund and Parmler [2008]).Furthermore, PLS is shown to be robust to skewed data (Cassel and Westlund [1999]).Eleven out of twelve hypotheses on the Theory of Planned Behaviour were supported.There was just one hypothesis that could not be proven to be significant: that attitude regarding Project Management increases the intention to use PM.The results indicate that Subjective Norm has a significantly higher predictive power on intentions than Perceived Behavioural Control, which is contrary to the initial expectation.From a scientific perspective, this study confirms the robustness of TPB for describing Behaviour in IT management.The findings of this study provide practitioners with clear instruments to steer the behaviour of IT management.

Strategic alignment of information technology (IT) is required to be included in the firms’ core activity in today’s business environment. The purpose of this study is to understand the impact of ‘IT connectivity, IT infrastructure and IT human resources’ on ‘IT business strategic alignment’ by developing a model, in public and private organizations in India. A questionnaire was used to measure the constructs after its validity and reliability. The findings discovered that firms’ IT strategic alignment was significantly impacted by three IT dimensions, that is, IT connectivity, IT infrastructure and IT human resources (combined as IT capability). The IT investments and expenditures of a firm are aligned with its business objectives and priorities. Furthermore, the significant role of these dimensions in public and private organizations in India was examined.

This study aimed to examine the mediating role of technological vigilance within commercial banks in Jordan in supporting the relationship between information technology (IT) infrastructure (hardware, software, network, security, maintenance, information quality, and interoperability) and Accounting Information Systems (AIS) efficiency. AMOS and Statistical Package of Social Science (SPSS) were used in order to screen and analyze the data collected from 161 financial and accounting managers within commercial banks in Jordan. The results indicated that technological vigilance mediates the relationship between IT infrastructure and AIS efficiency; it is based on the idea that the use of IT infrastructure, such as networks, hardware, and software to support business processes has a direct impact on the efficiency of AIS. Accordingly, this study recommends focusing on the role of IT infrastructure and the mediating role of technological vigilance in achieving AIS efficiency in Jordanian commercial banks. The originality of the study lies in its ability to address the role of IT infrastructure in increasing AIS efficiency, as well as its focus on the mediating role that technological vigilance. The study also has a novel contribution to the field by exploring the interconnectedness between technology, operational efficiency, and watchfulness. Through an in-depth analysis of empirical case studies, a deeper understanding of the interplay between these three variables was presented.

Today many business processes are based on IT systems. These systems are exposed to different threats, which may lead to failures of critical business processes. Thus, enterprises prepare themselves against threats and failures of critical IT systems by means of Business Continuity Management (BCM). The phenomenon of outsourcing introduces a new dimension to BCM. In an outsourcing relationship the client organization is still responsible for the continuity of its processes but does not have full control over the implemented business continuity measures. In this paper we build a research model based on institutional and assimilation theories to describe and explain how and why BCM is assimilated in outsourcing relationships. In our case studies we found evidence that primarily coercive and normative pressures influence the assimilation of BCM in outsourcing relationships and support the explanation of variation across enterprises. Mimetic pressures seem to influence the assimilation but do not explain variations.

The strategic importance of building highly capable information technology (IT) infrastructure has become a crucial management issue of the 1990s and beyond. However, in spite of the numerous benefits attributed to IT infrastructure, these claims remain unsubstantiated. This problem is due, in part, to inadequate conceptualizations of IT infrastructure and its measurement as well as a lack of theoretical frameworks for explaining its impacts. To address these problems, this paper proposes a theoretical framework to justify the value-creating potential of IT infrastructure investments. First, we provide a conceptual framework that describes the nature of IT infrastructure and its related components. Next, we discuss the role of IT infrastructure as a competitive weapon and identify three areas where it may create strategic value for the firm: responsiveness, innovativeness, and economies of scope. For each area, specific theories are used and research propositions are developed to guide future infrastructure research.Request access from your librarian to read this chapter's full text.

Organizations increasingly have to cope with the digital transformation, which is ubiquitous in today’s society. Strategic analysis is an important first step towards the success of digital transformation initiatives, whereby all the elements (e.g., business processes and IT infrastructure) that are required to achieve the transformation can be aligned to the strategic goals and decisions. In this paper, we work towards a modeling method to perform model-based strategic analysis. We explicitly account for information technology (IT) infrastructure because of its key role for digital transformation. Specifically, (1) based on a conducted study on business scholar literature and existing work in conceptual modeling, a set of requirements is first identified; (2) then, we propose a modeling method that integrates, among others, goal modeling, strategic modeling, and IT infrastructure modeling. The method exploits, among others, three previously designed domain specific modeling languages in the Multi-Perspective Enterprise Modeling (MEMO) family: GoalML, SAML and ITML; (3) we illustrate the use of the modeling method in terms of a digital transformation initiative in the electricity sector; and finally, (4) we evaluate the proposed modeling method by comparing it with the conventional SWOT analysis and reflecting upon the fulfillment of the identified requirements.

During the past two decades, both business managers and academic researchers have shown considerable interest in understanding how information technologies (IT) help to create competitive advantage for a firm. While recently the idea of competitive differentiation through IT has been challenged, this study contrasts the traditional thinking about competitive advantage with the resource-based view. Specifically, it is argued that by demarcating specific types of capabilities, we can contribute to better understanding of the sources of IT-based competitive advantage. Conceptually, we distinguish here between value, competitive, and dynamic capabilities as three distinct types of capabilities. Within each type, we identify specific capabilities, such as quality of the IT infrastructure, IT business experience, relationship infrastructure, and intensity of organizational learning, and present a model that describes relationships between these capabilities and competitive advantage. We then empirically test the model using data collected via a national mail survey from chief IT executives from 202 manufacturing firms. While the quality of the IT infrastructure is hypothesized as a value capability and expectedly did not have any significant effect on competitive advantage, the quality of IT business expertise and the relationship infrastructure (competitive capabilities) did. The results of the study also indicate that the intensity of organizational learning (dynamic capability) was significantly related to all of the capabilities. These results point to the importance of delineating capabilities such as relationship infrastructure that can facilitate differentiation in the marketplace, and dynamic capabilities such as organizational learning as an important antecedent to IT capability building.

Managing IT infrastructure standardisation in the networked manufacturing firm