The Effect of IT Governance Maturity on IT Governance Performance

There are several best practice based frameworks that detail effective arrangements for the internal structure of an IT organization. Although it is reasonable that there is a correlation between the quality of the internal structure of an IT organization – labeled IT governance maturity, and the external impact of the same IT organization on the business – labeled IT governance performance, this has not been validated. The results, based on 35 case studies, confirm the hypotheses of a positive correlation between IT governance maturity and IT governance performance. Among IT processes described in 34 references, the internal structure of the IT organization, clearly defined organizational structures and relationships, mature quality management, and cost allocation show the strongest positive correlation to IT governance performance. The maturity of project management and service level management, as well as performance and capacity management, show almost no correlation to IT governance performance. The findings can be used to improve current frameworks for IT governance.     

Impact of IT Governance and IT Capability on Firm Performance

Based on resource-based and strategic choice theory, this research empirically validates that IT governance is an important antecedent of IT capability, which in turn results in improved firm performance. This article contributes to the IS literature by proposing a comprehensive measure of IT governance based on secondary data, and simultaneously examining the impact of IT governance and IT capability on firm performance.     

An assimilation maturity model for IT governance and auditing

This study develops a conceptual model of organizational IT assimilation maturity based on constructs in the IS literature, qualitative data analysis of three exploratory case studies, and general morphological analysis (GMA). We inductively extract four dimensions of IT assimilation – business processes, information architecture, IT processes, and end-users – and characterize different maturity levels for each dimension. Applying Zwicky's GMA on the combinatorially large space of IT assimilation configurations, we prune the space to a more limited number of internally consistent and empirically feasible IT assimilation maturity profiles. We discuss how the model can support IT audit and governance activities.     

The moderating role of IT-business alignment in the relationship between IT governance,IT competence,and innovation

Results from a survey of senior executives/officers in charge of IT suggest that while greater IT governance triggers more innovation, IT-business alignment does not moderate this relationship. Executive management IT competence has a direct and positive impact on innovation, and this relationship is stronger when moderated by IT-business alignment. However, regardless of IT-business alignment, innovation is not significantly affected by the board’s IT competence but is positively impacted by IT intensity. This study extends the IS literature on the role of IT in innovation and contributes to the IT governance literature.     

Achieving IT‐based synergies through regulation‐oriented and consensus‐oriented IT governance capabilities

This study aims at exploring the IT governance capabilities that enable organizations to achieve IT‐based synergies. Following existing work on the contextualization of theories and drawing on the resource‐based view of the firm (RBV), we develop an RBV of IT‐based synergies in two steps. First, we adopt existing context‐specific constructs and relationships from prior work on IT governance capabilities, IT relatedness, and synergies to develop a preliminary contextualization of the RBV. Second, to further refine our theoretical framework, we conduct an exploratory field study that includes interviews with 26 CIOs and other IT executives from 21 multibusiness firms. Our findings suggest that IT governance capabilities lead to IT‐based synergies through IT relatedness and business process relatedness. We found regulation‐oriented IT governance capabilities (IT roles and IT processes) to increase IT relatedness, while consensus‐oriented IT governance capabilities (IT groups and relational capabilities) had a positive effect on business process relatedness. Our results suggest that, in isolation, IT and business process relatedness lead to IT cost synergies, while collectively enabling IT‐induced business synergies. Our study is among the first to treat IT relatedness as an endogenous construct and to explicitly integrate business process relatedness into the IT governance domain. Our context‐specific decomposition of IT governance capabilities helps to better explain their links to IT and business process relatedness. These findings contribute to a better understanding of the tension between IT‐based synergies and business‐IT alignment. Decision‐makers are guided in developing IT governance capabilities to achieve IT‐based synergies.     

IT governance challenges in a large not-for-profit healthcare organization: The role of intranets

This paper reports on the implementation of IT governance in a not-for-profit healthcare organization and considers how managerial strategies for this governance relate to the progressive management approach commonly called the Horizontal Organization. Discussion includes how IT governance was implemented and the mechanisms by which power and politics in the organization were harnessed to achieve strategic goals. In this case study, CEO support for IT governance was related principally to the need for fiscal accountability regarding IT investment aligned to the strategic goals of the organization. The case study showed real organizational gains in achieving best value for the investment dollar, accountable time-frames and cost-controls. The move enhanced the professional status of the IT Department, including more widespread acknowledgement for fairness and equity in its processes, an outcome commonly associated with horizontal management structures.     

Assessment of IT governance in organizations: A simple integrated approach

There are various methods available for dealing with IT governance. These methods are diversified, and in some cases lengthy and complicated. This paper is concerned with providing a unified simple approach for IT governance assessment. The approach is developed and tested through the following three main steps: (1) highlighting the basic requirements of IT governance considering key available methods; (2) designing the target approach that integrates these requirements and uses knowledge management principles; and (3) illustrating the use of the approach through a typical illustrative application. The approach uses the “STOPE: Strategy, Technology, Organization, People and Environment” view to integrate the issues involved, the knowledge management principles as an added value, and the six-sigma phases as a cyclic improvement process. The work provides “fifty” main IT governance controls; and these enable finding key strengths and weaknesses of IT governance in organizations from which development directions can be derived. It should be noted that considering knowledge management, and people as a main domain in the integration view, illustrate special emphasis of the human factor in IT governance.     

An Empirical Assessment of IT Governance Transparency: Evidence from Commercial Banking

We have developed an IT governance disclosure framework to examine how firms communicate their IT governance activities. Using this framework for a sample of 200 commercial banking firms, our empirical assessment indicates that differences in the level of disclosure are systematically related to differences in institutional settings. We also find that firms with relatively good corporate governance practices consider IT performance measurement matters to be highly important when informing and communicating with shareholders.     

IT治理决策中业务应用需求的分析与应用

在深入剖析了业务应用需求的主要研究内容的基础上,以CSF思想为指导,提出一种业务应用需求中关注的企业核心流程需求的识别方法,给出一种确定重构业务流程的方法和理论,可以作为在实施IT治理中业务应用需求分析的参考。并在此基础上,将此方法应用于中海集团的IT治理决策中,得出中海集团的核心业务流程。     

企业信息化建设成功之路——IT治理

IT治理是以企业战略为导向,以IT业务过程和IT服务的改进为手段,合理利用IT资源,规避IT风险的动态改进过程。本文从战略管理的角度分析企业信息化建设,认为IT实施与战略目标的背离是其失败的主要原因,并以COBIT模型为例论述了IT治理的流程。     

Enterprise architecture,IT effectiveness and the mediating role of IT alignment in US hospitals

Despite the possible benefits of implementing healthcare information technologies, successful implementation of effective healthcare information technology is constrained by cultural and regulatory concerns and technical obstacles encountered when establishing or upgrading an organisation's enterprise infrastructure. In this paper, we advance Ross' four‐stage model of enterprise architecture maturity as a valuable IT resource for helping healthcare organisations sustain a competitive advantage. We use partial least squares (PLS) structural equation modelling to analyse survey data from 164 US hospitals at different stages of EA maturity. Our results provide evidence that enterprise architecture maturity directly influences the effectiveness of hospitals' IT resources for achieving strategic goals. Further, enterprise architecture maturity indirectly influences the effectiveness of IT resources when IT alignment is incorporated as a mediating variable. We discuss the implications of our findings for research and practice and suggest opportunities for future research.     

Exploring IT Dependence and IT Governance

The purpose of this study is to identify the IT governance mechanisms that are used at different levels of IT dependence (defensive or offensive IT modes) and to compare the degree of their use between these IT modes. The results of a survey suggest that the degree of use of IT governance mechanisms varies by IT mode, and it is greater when a firm is in offensive versus defensive IT mode.     

Exploring the Contemporary State of Information Technology Governance Transparency in Belgian Firms

This article provides an exploratory insight in the contemporary state of IT governance transparency in Belgian firms. Our findings show that Belgian firms exhibit low IT governance disclosure rates in general. We also find preliminary evidence that IT governance disclosure is positively related to IT usage intensity for listed firms, and that listed firms tend to be more concerned with disclosing on their IT governance compared to non-listed firms, given a comparable level of IT usage intensity.     

Board-level IT governance and organizational performance

Research on the strategic management of Information Technology (IT) resources has mostly focused on the oversight provided by the management team as a means to increase organizational performance. In recent years, boards of directors have also increased their involvement in IT matters, and various theoretical lenses suggest that this oversight too has the potential to influence organizational performance. Hence, this study synthesizes the resource-based and contingency views of MIS with corporate governance theories, and examines key antecedents and consequences of board-level IT governance (ITG) using a multi-method approach. Structural Equation Modelling analysis applied to organization-level data collected from 171 board members suggested that the level of ITG exercised by boards was contingent upon the organization's ‘IT use mode’, along the two dimensions of need for (a) fast and reliable IT, and (b) new innovative IT. But, the findings further suggested that the contingency approach may be suboptimal because it can cause new ways of leveraging IT to be ignored. High levels of board-level ITG, regardless of existing IT needs, increased organizational performance. This phenomenon was illuminated with applicability checks. Moreover, content analysis and structured interviews with board members further enriched these insights.     

可适应性企业级整体 IT成熟度模型及其评价

目前部分企业计划或已经采用不同的成熟度模型和指标对其 IT成熟度进行评估 ,如 IT服务成熟度、软件成熟度、信息风险成熟度等方法 ,但无有效的方法对整体 IT成熟度进行评估。基于 SEI开发的能力成熟度框架( CMM)提出可适应性整体 IT成熟度模型 ( adaptive total IT maturity model / ATITMM/ @ ITMM, @ ITMM)的概念,并建立可适应性的企业级通用 IT成熟度模型 ;运用一种合适的通用评估纬度反映企业整体 IT状况 ,同时采用模糊综合评价法对整体 I     

Impacts of essential elements of management on IT application maturity — A perspective from firms in China

This paper explores the impacts of essential elements of management on IT application maturity (ITAM). A game theoretical model is established to show that a firm's IT application maturity should match with its essential elements of management. In order to further validate the analytical result, a data set with 137 firms was collected via a survey instrument. Using reliability and factor analysis on the dataset, a four-dimension measurement construct of IT application maturity is proposed together with a three-dimension measurement construct of essential elements of management. Empirical analysis is then conducted to address research questions on the impacts of essential elements of management on IT application maturity. It is found that while a firm's strategic cooperation capability has no significant effect on IT application maturity, its internal coordination capability positively influences all four dimensions of IT application maturity. For the firm's execution capability, although it shows no significant effect on the overall IT application maturity, it does positively affect the technology and man-machine synergy dimensions of IT application maturity. The findings of this study offer practical guidance for organizations to better align their IT application maturity with essential elements of management.     

IT centrality,IT management model,and contribution of the IT function to organizational performance: A study in Canadian hospitals

The characterization of the IT function in organizations represents a central topic of investigation in the information systems field. The main purpose of this study was to predict the contribution of the IT function to organizational performance by focusing on the centrality of IT and the IT management profile as primary determinants. A cross-sectional survey of CIOs working in Canadian hospitals reveals that IT centrality positively influences the strategic orientation of the IT management model. In turn, the stronger the strategic orientation of the IT management model in place, the greater is the IT function’s contribution to organizational performance.     

Elucidating the role of IT/IS assessment and resource allocation in IT/IS performance in hospitals

Although similar to firms in other industries that strive to increase their operational efficiency by implementing IT/IS, hospitals face difficulties in obtaining the corresponding benefits of investing in IT/IS. This study investigates the relations among IT/IS performance, IT maturity, IT/IS assessment, IT/IS resource allocation, and user satisfaction in hospitals. IT/IS performance in hospitals is evaluated using a designed questionnaire, along with a case study undertaken to discuss IT/IS assessment and the effect of IT/IS on hospital procedures. The analysis results indicate that hospitals have a higher IT maturity, stronger intention to implement IT/IS assessment, and better IT/IS resource allocation capabilities than firms in other industries. Moreover, both IT/IS assessment and user satisfaction affect IT/IS performance in hospitals.     

The influence of SOA governance mechanisms on IT flexibility and service reuse

While many firms have introduced SOA, only one in five have achieved anticipated benefits such as increased IT flexibility or reuse. Industry analysts assume that a lack of SOA governance is the main reason why SOA projects fail. Addressing the substantial research gap on SOA governance this paper theoretically and empirically investigates which SOA governance mechanisms are needed to achieve the benefits of SOA, such as increasing IT flexibility and reusing services. The proposed theoretical SOA governance model is evaluated using data from 81 SOA-using organizations.Overall, the results confirm the relevance of a variety of SOA governance mechanisms (structures, processes, and employees/relations), but at the same time, that IT infrastructure flexibility and service reuse are influenced by different mechanisms. Key governance mechanisms that show a strong effect on infrastructure flexibility are using standards, service management processes, educating employees, and IT/business communication while reuse can only be increased through service management, standards and qualification. Contrary to expectations, implementing new, dedicated decision-making bodies for SOA hampers organizations in achieving higher degrees of IT flexibility and reuse, and a firm is better off using existing IT decision-making bodies.     

Organizational IT Maturity (OITM): A Measure of Organizational Readiness and Effectiveness to Obtain Value from Its Information Technology

Enterprises often assign little strategic value to IT and resist additional investment. CIOs find that profitable IT deployment is blocked. The business/IT misalignment may stem from the lack of IT use maturity within the enterprise. In this article, the authors concentrate on what has to be done on the enterprise side to enable this maturation with an approach that isolates and describes useful factors that enable a business to become more mature with respect to IT.