Relatively new in Romania, IT governance is defined as procedures and policies established in order to assure that the IT system of an organization sustains its goals and strategies. This bundle of policies and procedures, following the best practices in the area, intends to guide and control the IT function in order to add value to the organization and to minimize IT risks. The purpose of the research is to identify the measure in which the IT governance practices are implemented to the level of the financial institutions in Romania. The goal of this paper is a comparative analysis for implementing IT governance using data offered by the IT Governance Institute. This institute makes every year a study (IT Governance Global Status Report – 2006) to determine a sense of priorities and to develop actions for implementing IT governance, using data which acknowledges once more the need for all organizations to have tools and services to assure an efficient IT governance. In this way, the research will analyze, in the field of Romanian financial institutions, the most serious IT problems pointed out by the respondents from the last year, the most efficient measures considered by top management for resolving problems pointed out, the best used practices in IT governance and the most used frameworks for implementing IT governance practices.

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This paper explores the current attitudes of managers and executives working in the energy sector towards the Data-Driven Organizational Model implied by Big Data. The aim is to explore and understand the current mindset of senior decision makers, since their success depends as much on cognitive and behavioral processes as on their technical competences. We adopt a grounded-theory approach, developing models of understanding and belief abductively, driven by the data obtained from participants through a reflection guide. We find that managers differ significantly in their understanding and engagement with their challenges; they display interest but differ in their commitment and enthusiasm; they identify a lack of strategy and skills as current barriers; and they are currently unwilling to trust data, treating evidence according to their own prior commitments. This is a significant barrier to establishing the Data-Driven Organizational Model. These findings raise concerns, and the paper concludes that by considering initiatives for implementing more agile and forward-looking approaches, establishing a data-driven organizational culture, and managing such changes effectively.

Nowadays we encounter an increasing need for electronic services that spans all over the services' taxonomy. Eservices ease access to processes and resources that have implied a lot of administrative burden in the past. One of the most bureaucratic and conservative service areas is the administrative field. Our paper focuses on the solutions that we have developed in order to achieve the interoperability goals for pan-European administrative services based on existing PSCs (Point of Single Contact) developed in each EU country. The solution is based on a common specification that defines a layer that integrates the European administrative services on top of the functionality of the existing PSCs. The paper focuses the document model, a issue that determines the interoperability degree of the system. Administrative services, common specifications, point of single contact, European interoperability layer

During Covid-19 pandemic many employees found themselves in the new position of teleworkers. Proof of the last years, teleworking remains an alternative to the classic system, reason why in this paper we aim to examine, based on an online questionnaire, the perceptions of Romanian employees about the very complex aspects that teleworking involves: the new ICT tools and technologies adoption, impact on work efficiency, work-family balance, and employees physical and mental health. The paper is based on an empirical analysis of data, and the authors have used as research methods: testing the independence of groups (Mann-Whitney U and Kruskal Wallis) and the correlation between variables, categorical principal components analysis (CATPCA) and logistic regression model. Our findings show that several factors, such as flexible working hours, family time, and autonomy have a positive influence on the decision to telework, while IT security risks, interruptions and virtual meetings were not perceived by respondents as negatively influencing their decision to telework. However, the consequences for mental health, such as mental stress, lack of socialisation and the difficulty of separating working time from family time, lead respondents to prefer another working system. The implications of the research are relevant for policy makers, employers, and employees as they reveal which categories of employees are more likely to telework and why.