IT Governance: Organizational Capabilities' View

Itakura, Hiroaki

doi:10.1109/picmet.2007.4349410

Cited by 3 publications

(1 citation statement)

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“…The nine ITG categories form a research model to investigate the effects of ITG categories on governance performance (Shaw et al, 2013b), and based on the proposed nine ITG implement categories of Itakura's (2007) ITG organisational capabilities view.…”

Section: Nine Itg Categoriesmentioning

confidence: 99%

hard and soft IT governance maturity

Smits¹

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Different streams can be distinguished, with some using a small scope and others a broad scope. Stream 1: A clear proponent of the broad definition and founder of COBIT is the IT Governance Institute. COBIT is the well-known framework formerly known as Control Objectives for Information and Related Technology. In 1996 ISACA released the first edition of the COBIT framework. This was originally released as a set of control objectives to support financial auditors and IT auditors in practice. It was expanded in subsequent years with control guidelines (version 2), management guidelines (version 3) and ITG guidelines in 2005 (version 4.0) and 2007 (version 4.1). In 2011, ITIL (including ISO 20000), the international standard for IT service management, remained the most frequently mentioned external framework used as a basis for ITG (ITGI). Some researchers define ITG "as the process by which decisions are made around IT investments" and claim ITIL version 3, released in 2007, can provide a well matured framework for ITG (Nabiollahi and Sahibuddin, 2008). Stream 2: Weill and Ross (2004) use define ITG simply as "the decision rights and accountability framework for encouraging desirable behaviour in the use of IT". These authors can be deemed the main contributors to the stream focusing on decision-making, and consider ITG from a decision-making perspective. As components of ITG, this stream uses elements such as IT decisions or decision archetypes (Weill and Ross, 2004, Weill and Ross, 2005). Others complement this with the context in which the decision is made (Xue et al., 2008). Stream 3 and 4: At one end of the continuum, emphasis is placed on corporate conformance, and at the other end, a concern with corporate performance (Bhimani and Soonawalla, 2005). Given that our research focuses on performance rather than conformance we must differentiate between both aspects of corporate governance. We define 'corporate governance, conformance perspective' as being related to rules and regulations, and 'corporate governance, performance perspective' as pertaining to performance and value creation. W o r k i n g d i r e c t i o n o f I T G Whereas the top-down view is related to structure, processes and planning, the bottom-up view is related to social aspects like culture, behaviour and collaboration. To explain this view we make a side-step to institutional economics, in which two contrasting worldviews coexist.

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Section: Nine Itg Categoriesmentioning

confidence: 99%

hard and soft IT governance maturity

Smits¹

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A conceptual framework for information technology governance effectiveness in private organizations

Mohamed

Singh

2012

Information Management &Amp; Computer Security

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Purpose -The purpose of this paper is to develop a conceptual framework that examines information technology (IT) governance effectiveness, its determinants, and its impacts on private organizations. Design/methodology/approach -The research draws on extant literature in IT governance, strategic information systems planning, strategic alignment maturity, information systems security, business and IT alignment, International Organization for Standardization in information systems, and organizational performance to identify determining factors for IT governance effectiveness, IT governance effectiveness factors, and organizational performance. Findings -The results of review suggest 14 propositions and five factors grouped into determinants including organizational demographics, information intensity, organizational culture, external environment characteristics, and IT function characteristics. Linking organizational practices with strategy, the proposed framework adopts the Balanced Scorecard four perspectives approach for monitoring organizational performance as the impact of IT governance effectiveness. IT governance dimensions in the research comprise structure, process, and relational mechanisms. Originality/value -IT governance is a part of corporate governance to help organizations manage risks and protect themselves from technology-related losses. The framework provides a starting point for researchers and practitioners to further examine IT governance practices. For researchers, the framework clarifies the determining factors of IT governance, dimensions of IT governance, and impacts through proposed relationships. For practitioners, the framework can be used to gain insight into the contributing factors of IT governance effectiveness.

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Diminishing the Gap Between IT Governance Maturity Theory and Practice

Smits

Hillegersberg

2019

International Journal of IT/Business Alignment and Governance

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IT governance research suggests the existence of a gap between theoretical frameworks and practice. Although current ITG research is largely focused on hard governance (structure, processes), soft governance (behavior, collaboration) is equally important and might be crucial to close the gap. The goal of this study is to determine what IT governance maturity models are available and if there remains a mismatch. The authors conducted a systematic literature review to create an overview of available IT governance maturity models. The study shows five new IT governance maturity models were introduced. Only one of the new IT governance maturity models covers hard and soft IT governance in detail. This model and corresponding instrument was used to illustrate its usability in practice. The authors demonstrate that combining the instrument with structured interviews results in a usable instrument to determine an organization's current maturity level of hard and soft IT governance.

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IT Governance: Organizational Capabilities' View

Cited by 3 publications

References 1 publication

hard and soft IT governance maturity

hard and soft IT governance maturity

A conceptual framework for information technology governance effectiveness in private organizations

Diminishing the Gap Between IT Governance Maturity Theory and Practice

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