An Empirical Examination of Antecedents and Consequences of IT Governance in US Hospitals

Abstract

Intense pressure to control costs and improve patient care quality is driving hospitals to increasingly look to information technology (IT) for solutions. As IT investment and IT capability have grown in hospitals, the need to manage IT resources aggressively has also increased. The rise in complexity and sophistication of the IT capability in hospitals has also increased the importance of IT governance in these organizations. Yet, there is limited empirical data about the antecedents and consequences of IT governance. We draw upon extant literature related to power and politics and capability management to propose, operationalize, and empirically examine a nomological model that explains and predicts IT governance and its ensuing impact on risk management and IT contribution to hospital performance. We empirically tests our hypotheses based on survey data gathered from 164 CIOs of US hospitals. The results have implications for hospitals’ readiness and predisposition for IT governance, as their structural and relational mechanisms can affect IT governance and, indirectly, IT value creation. A contribution of this study is that it is one of the first to empirically examine antecedents to IT governance and its impact on IT performance in a high-velocity environment that is riddled with technological turbulence.

Development and evaluation of a three-dimensional multi-level model for visualising the workflow composite score in a health IT benchmark

“…Performing IT benchmarks and presenting their results in an appropriate manner gains importance against the background of the increasing relevance of information management in organisations [46] , the involvement of the chief information officers into the decision making processes at board level and their role as link between the board and IT operations [46,47] .…”

“…Therefore, innovation benchmarks are a valuable instrument to govern the implementation of IT innovation in particular against the background of the strategic plan of the organisation. This is interesting in the view of the involvement of the CIO in strategic decision-making [46,47] .…”

Exploring the Influence of Executive Management Diversity on IT Governance

“…In view of these results, executive management appears to enhance IT governance through its leadership, involvement/participation in, support, and commitment to IT-related strategic choices. However, as pointed out by Bradley et al (2012), the effectiveness of executive management support and participation could be affected by the characteristics of the executive management team (Carpenter et al, 2004;Hambrick & Mason, 1984).…”

“…In other words, as a strategic choice, IT governance helps organizations manage IT investments (Xue et al, 2008, in Bradley et al, 2012. Interest in IT governance is growing (Heindrickson & Santos, Jr, 2014) as both public and private organizations are attaching more and more strategic importance to IT.…”

Análise Dos Mecanismos De Governança De Ti Mais Difundidos Entre as Empresas Brasileiras

“…Atualmente, é essencial que executivos das mais diferentes áreas trabalhem em conjunto para trocar conhecimentos e experiências com os demais. Pesquisas anteriores sugerem que a participação de executivos de negócio, pessoal de TI e pessoal funcional no processo de tomada de decisão estratégica da TI proporciona melhores resultados para as iniciativas organizacionais que envolvem TI (BRADLEY et al, 2012). Assim como a participação da área de TI no desenvolvimento de estratégias de negócio e novos produtos ajuda na sua educação e na aquisição de novos conhecimentos sobre os negócios (como identificar os tipos de aplicações e sistemas que são necessários para suportar as estratégias organizacionais), o pessoal das outras áreas administrativas também deve conhecer tecnologia e participar de outras atividades associadas à TI, tornando-se habilitados a entender melhor a importância de futuras aplicações tecnológicas e a sua relevância para os processos de negócio.…”