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Board-Level Information Technology Governance Effects on Organizational Performance: The Roles of Strategic Alignment and Authoritarian Governance Style |
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| Authors: | Ofir Turel Peng Liu Chris Bart |
| Affiliation: | 1. Department of Information Systems and Decision Sciences, California State University, Fullerton, California, USAoturel@fullerton.edu;3. Department of Information Systems and Decision Sciences, California State University, Fullerton, California, USA;4. Founder and Lead Faculty, The Directors College, Ottawa, Ontario, Canada |
| Abstract: | ABSTRACTWe report on two empirical studies that explore key factors that help translate information technology governance by the board of directors into organizational performance. The first study shows that strategic alignment partially mediates the effect of board-level information technology governance on performance. The second study demonstrates that authoritarian governance style negatively moderates the effect of board-level information technology governance on performance. Together, these studies open up the black box between board-level information technology governance and organizational performance. |
| Keywords: | Board of directors IT governance management/leadership style organizational contingency theory organizational performance parenting style resource-based view strategic alignment |