On IT governance structures and their effectiveness in collaborative organizational structures

This title provides clear and readily applicable guidance to corporate board members on the involvement of boards of directors in information technology (IT) governance. Specifically, it demonstrates ways in which board members can execute IT duties effectively. Specific tools such as a roadmap towards digital transformation and a board-level dashboard for digital strategy and oversight are also offered. While organizations are increasingly dependent on IT for the creation of business value, the evidence seems to indicate that boards of directors are not as involved in IT-related strategic decision-making and control as they should be. Research shows that high levels of board-level IT governance, regardless of existing IT needs, will improve organizational performance. This book provides unique insights into the inner workings of a specific board of directors group, with a focus on its IT governance structures and processes.

IT Governance Structures in Brazilian, Dutch and Portuguese Universities

IT Capabilities, IT Governance Structure, and the Adoption of MOOCs in Higher Education: An Absorptive Capacity Perspective

Being an agile company today is no longer just about timely recognition of early signs of change in order to defend an existing competitive position but rather being able to perpetually transition between a series of short-lived, temporary competitive advantages. While traditional IT governance approaches have lent themselves well to extracting value from a long-lasting competitive advantage, they can become a liability if agile companies need to continuously reinvent themselves in pursuit of a new, “transient” competitive advantage. To that end, a temporal dimension of IT governance (when and how fast to decide) becomes as important as its structural (who decides what) and procedural (how to decide) aspects. In this paper, we adopt a “ternary” view on governance and build on the extant literature in IS, strategy, and organisation design as well as exemplar case studies to explore how traditional approaches to IT governance structures, processes, and relational mechanisms are altered to improve sensing, deciding, and responding capabilities in turbulent business environments. These mechanisms are then summarised into four digital governance principles to guide future research and practice. Those principles are: 1) disciplined autonomy, 2) IS-Business convergence, 3) permeable boundaries, and 4) incremental financial commitment including fast experimentation.

The study seeks to examine the impact of Information technology (IT) governance structure, process and relational mechanisms on firm performance. Using an event study, we collected a sample of 70 announcements of IT governance adoption investments. We found that most firms adopt all three types of IT governance mechanisms. IT governance structural mechanisms have a positive impact on firm’s profitability. In contrast, IT governance process and relational mechanisms have a negative association with firm performance. More interestingly, the findings provide insight for organizations that they should realize the potentially negative impact of the controls requirements of Sarbanes-Oxley Act Section 404 and IT leadership on firm performance.

This study explores the role of Strategic IT Planning (SITP) in fostering Sustainable Competitive Advantage (SCA) among firms operating in emerging economies. With the rapid pace of digital transformation reshaping global competition, aligning IT strategy with business goals has become critical. Drawing on a combination of primary and secondary datasets, the research examines the impact of SITP maturity on firm performance, the mediating influence of digital capabilities, and the moderating role of national digital readiness. The methodology includes firm level survey data integrated with national indicators across multiple emerging markets. Hierarchical Linear Modeling (HLM) is employed to analyze multi level panel data, capturing the nested relationships between organizational practices and country level digital infrastructure. The study applies Structural Equation Modeling (SEM) to validate the effects of SITP on SCA through digital capabilities. Results indicate that higher levels of SITP maturity significantly correlate with improved firm performance and long term competitive positioning. Digital capabilities such as ERP, CRM, and analytics mediate this relationship by enhancing business alignment and operational coherence. Furthermore, the National Readiness Index (NRI) and digital infrastructure metrics moderate the effectiveness of SITP, with distinct cutoff points observed across countries. The findings underscore the importance of aligning internal IT governance structures with external digital environments. Policymakers are encouraged to support firms through investments in infrastructure, cybersecurity, and workforce development. Meanwhile, firms are advised to adopt flexible, data driven strategic planning practices.

IT governance and business value in the public sector organizations — The role of elected representatives in IT governance and its impact on IT value in U.S. state governments

Cloud computing is undoubtedly one of the most widely discussed innovations of the last decade. The governance and enterprise architecture to obtain repeatable, scalable and secure business outcomes from cloud computing is still greatly undefined. In this paper we present a Cloud Computing Tipping Point (C2TP) framework that not only considers financial motivations, but also business initiatives, IT governance structures, IT operational control structures and technical architecture requirements to evaluate the benefits regarding cloud investment. This model can be leveraged by an ICT organization to evaluate the “tipping point” where the organization can make an informative decision to embrace cloud computing at the expense of on-premise hosting options. The model is a service centric framework created by mapping cloud computing attributes with industry best practices such as ValIT, Control Objectives for Information and related Technology (COBIT) and Information Technology Infrastructure Library (ITIL). This paper discusses the development of the C2TP model in detail with its findings.

Information technology governance (ITG) is one of the top challenges of managers today and culture in different level can have an important role while implementing IT governance. This is a new and significant issue, which has not been investigated deeply. This paper sets out to provide a systematic review of the literature, focusing on the role of culture in IT governance. The literature review findings are categorized through the lens of IT governance's five focus areas which are IT strategic alignment, IT value delivery, Risk management, IT resource management and Performance measurement. This study contributes to the field of IT governance by reviewing and discussing the existing literature on the role of culture on IT governance. This literature review resulted that there are few research studies in this topic and many of the IT governance focus areas are not covered regarding the role of culture in these IT governance areas.

Information technology plays a significant role enabling organisations to achieve their objectives. Accordingly, the governance mechanisms over the organisation’s IT resources must be in place and operating effectively if the organization is to achieve its objectives. The concern with IT governance is not only evident in the private sector but also in the public sector. This study attempts to examine empirically the individual IT governance mechanisms that influence the overall effectiveness of IT governance in Australian public sector organisations. Using sample data from auditors who currently work in Australian public sector organisations, this study examined the influence of four proposed individual IT governance mechanisms on the overall effectiveness of IT governance. This study found significant positive relationships between the existence of an IT strategy committee and corporate (organisational) communication systems, and the overall level of effective IT governance within Australian public sector organisations.

I To cope with issues related to optimization, rationalization, risk management, economic value of technology and information assets, the implementation of appropriate IT governance seems an important need in public and private organizations. It's one of these concepts that suddenly emerged and became an important issue in the information technology area. Many organizations started with the implementation of IT governance to achieve a better alignment between business and IT, however, there is no method to apply the IT governance principles in companies. This paper proposes a new approach to implement IT governance based on five iterative phases. This approach is a critical business process that ensures that the business meets its strategic objectives and depending on IT resources for execution. Keywords—Information technology, IT governance, lifecycle, strategic alignment, value

Domestic and global companies are increasingly using information and communication technologies as a means of delivering their strategic visions and thus maintaining a competitive advantage. The value of information assets has increased as firms’ asset base shifts from tangible to intangible properties, placing a premium on firms’ capacity to develop, manage and utilize their information assets. In this environment, companies aim to strengthen their business control over IT resources, maximizing performance through defining the responsibilities of all staff involved in IT resource management and processes. However, while most managers acknowledge the importance of managing IT assets within a framework of IT governance (ITG), only a small number of academic treatments deal with ITG, meaning that businesses often find themselves making their governance decisions in a vacuum. This chapter therefore aims to clarify the concept of ITG through conducting a literature review, suggesting some implications of this work for practitioners, and indicating directions for the future study of ITG.

Recently, information technology governance has become a critical issue for many companies in various industries; this is even more important for enterprises due to the more complex business processes, more specified tasks and departments. Many companies suffer from extra costs of IT and other processes due to failure inefficient alignment between IT and business strategies which in turn, leads to low performance of the company. To overcome this problem, organizations need to have an effective ITG to make IT resources management more valuable, less substitute, rarer, and less imitable. To do so, firms need to use IT governance initiatives factors (Involvement of Senior Management in IT and Corporate Communication Systems) to increase their effectiveness and organizational performance. Thus, this paper is aimed to establish a framework, testing the role of Involvement of Senior Management in IT and Corporate Communication Systems on effective information technology governance (ITG) and organizational performance in the manufacturing companies; which should help managers to better understand how Involvement of Senior Management in IT and Corporate Communication Systems and effective ITG, impacts on organizational performance. 357 data were obtained from managers in the Malaysian manufacturing industry. Structural equation modeling (SEM) was used in this study to analyze the measurement and structural models simultaneously to test the role effect of ITG between information technology governance initiative factors (Involvement of Senior Management in IT and Corporate Communication Systems) and organizational performance. Limitations, implications, and suggestions for future studies were discussed.

Decision support systems DSS can be helpful tools in university's planning and management. Decision support systems can contribute to efficient exchange of information between experts, stakeholders, decision makers and laypeople. However, intelligent Information technology IT governance decision support system for public universities is yet to be thoroughly investigated. This is because IT governance ITG is just evolving as a new paradigm to take care the stakeholders' expectations in leveraging IT with business goals. This study explores issues of IT governance and the suggestion for ITG Intelligent decision making support system IDMSS in a public university in Malaysia. The interviews and documents were analysed to generate themes. The findings show the need for effective IT governance in the university. This will enable optimal usage of IT resources, which are expected to have an impact on the university's performance. The findings is aligned to Control Objectives for Information and related Technology COBIT framework and then several proposals from extant researches on IDMSS are described to form a basis for an intelligent ITG DMSS framework suitable for adoption in the context of public Institutes of Higher learning in Malaysia.

Most organizations underestimate the demand for digital evidence [1]. Often, when evidence is required to prove fraudulent transactions, not enough or trustworthy evidence is available to link the attacker to the incident. It is essential for organizations to prepare themselves for digital Forensic (DF) investigations and ensure that entire organizational operating environment is prepared for example for an investigation (criminal or internal) or acompliance tests. The accepted literature on DF readiness concentrates mainly on evidence identification, handling and storage, first line incident response and training requirements [2]. It does not consider the proactive application of DF tools to enhance the corporate governance structures (specifically Information Technology (IT) governance). Pro-active DF (ProDF) as defined in this paper will enable an organization to take the initiative by implementing adequate measures to become DF ready,demonstrate due diligence for good corporate Governance, specifically IT Governance and provide a mechanism to assess and improve IT Governance frameworks. The purpose of this paper is to define, identify goals, steps, and deliverables of ProDF, identify dimensions of DF, and propose a theoretical DF management framework to guidethe implementation of ProDF in an organization.