Uncovering Modes of Interorganizational Governance of IT

Contractual and Consensual Profiles for an Interorganizational Governance of Information Technology

“…Three attributes, based on the network governance literature, were used to define the potential profiles: the IT governance structure, the process of decision making and the role of participants involved in the interorganizational governance of IT. This study follows previous calls for further research on interorganizational governance of IT made by Croteau and Bergeron (2009) and Croteau and Dubsky (2011), who indicated that there is a need to better understand this particular type of IT governance.…”

“…They are the structure of the governance mechanisms, the types of participants implied in the interorganizational relationships, and the processes they follow to exercise their control. Such attributes were initially proposed by Winkler (2006) as attributes of interorganizational governance and were found to be pertinent attributes for conducting research on interorganizational governance of IT (Croteau & Bergeron, 2009;Croteau & Dubsky, 2011).…”

Enterprise Governance of Information Technology

“…While there is substantial research available on intraorganizational governance of IT, there is a lack of research that specifi cally looks at how organizations defi ne their interorganizational governance of IT (Croteau and Bergeron, 2009 ;Grant and Tan, 2010 ;Croteau and Dubsky, 2011 ). Many organizations are however operating more and more in complex networked systems, often facilitated by innovations through IT (e.g., e-business), and many industries are using "network governance"-rather than bureaucratic structures within fi rms-to underpin their value chain (Jones et al, 1997 ;Chi and Hollsapple, 2005 ).…”

A Systematic Literature Review to Understand Cross-organizational Relationship Management and Collaboration

“…Globalization, economic fluctuation, technological innovations, fast dissemination of information, the need for improving internal processes and reducing time and cost of product development, the urge for adding value to their own business, responding to market and costumers' demands or providing outcomes for Society's common good through transparency of processes and information, have led to organizations' change and adaptation. A usually adopted approach to face this dynamic and unpredictable environment have been crossing organizational borders and establishing partnerships with other organizations, which may be their rivals or operate in businesses than their own [1] [2] [3] [4] [5] [6] [7].…”

“…Organizations should develop skills to work in this new dynamic by identifying, integrating and managing all shared elements to ensure that these elements favor the execution of activities supporting the group strategy integration and mutual goals achievement. If it is not possible to establish a compromise between all existing dynamics, the crossorganizational relationship may fail, even leading to the partnership dissolution [1] [7] [8] [13] [14] [15] [16].…”