A Model of Effective IT Governance for Collaborative Networked Organizations

Safdar, Morooj; Richards, Gregory; Raahemi, Bijan

doi:10.5220/0005537401910202

Cited by 7 publications

(9 citation statements)

References 34 publications

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“…The12thInternationalJointConferenceone-Businessand Telecommunications Safdar,Richards&Raahemi(2015). 2015…”

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confidence: 99%

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Inter-Organizational IT Governance Research

Helin

2019

International Journal of IT/Business Alignment and Governance

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The current operational environment for organizations is changing, which has effects on IT functions and IT activities. Various forms of networks, collaborations, and alliances are operational models, which organizations are using to an increasing extent. This reality has brought with it a need for improved IT governance (ITG). ITG research for inter-organizational arrangements will be needed. In the research, the target is to identify the current state of the inter-organizational ITG research among the information systems (IS) domain. The literature review covers academic articles and conference proceedings during this millennium. The findings of the current literature review reveal that interest towards ITG research is still quite limited. The future view of inter-organizational ITG research is quite clear: more research will be needed in the inter-organizational area, which is the current playground for several organizations today.

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“…The12thInternationalJointConferenceone-Businessand Telecommunications Safdar,Richards&Raahemi(2015). 2015…”

Section: Article Year Of Conferencementioning

confidence: 99%

“…Concept/definition/model development 5 Kooper,Maes&Lindgreen(2011);Kravets&Zimmermann(2012); Safdar,Richards&Raahemi(2015);Tanriverdi (2006); .…”

Section: Research Targets No Of Articles Articlesmentioning

confidence: 99%

Inter-Organizational IT Governance Research

Helin

2019

International Journal of IT/Business Alignment and Governance

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“…To increase the effectiveness and efficiency, it is necessary to optimize the information obtained from IT, so that business processes will get many benefits [6]- [7], opportunities, and gain competitive advantage [8] . In order for this to be achieved, excellent and correct management is needed so that IT involvement is able to support the organization to achieve its goals [9]- [11]. Therefore, in order for IT to be managed properly and correctly, organizations need to understand IT Governance.…”

Section: Introductionmentioning

confidence: 99%

Information Technology Governance Awareness: A Proposed Formula for Assessment

Yudatama

Harmadji

2022

J. RESTI (Rekayasa Sist. Teknol. Inf.)

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This article aims to provide a proposed formula that can be used to measure the level of success in the practice of Information Technology Governance. To obtain this formulation, in-depth surveys and interviews involving several experts are needed. The calculation results show that organization G has an awareness value of 93 (good) with a maturity value of 3.13. On the other hand, organization E has an awareness value of 70 (medium) with a maturity value of 2.60. This proposed formula can be used as an alternative way to determine the level of success of an organization in the practice of Information Technology Governance by knowing the level of awareness. So far, to determine the level of success in implementing IT Governance practices in an organization, the method used is to calculate the maturity level that refers to COBIT best practices, which only focus on objects but do not focus on subjects (stakeholders) in the organization.

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“…and Corbitt, 2015;Shelly et al, 2015;Hatsu and Ngassam, 2015) the regulation (P1) Inadequate regulation (P2)Hamid and Sulaiman (2016;De Haes et al, 2017;Zou et al, 2014;Tokta et al, 2014;Sabry, 2014;Hatsu and Ngassam, 2015;Yudatama et al, 2017d;Safdar et al, 2015) The lack of persuasive Ali et al (2015; Yudatama et al, 2017a-b; Yudatama and Sarno, 2015; Teh and Corbitt, 2015; Shelly communication (P3) et al, 2015 Zou et al, 2014; Yudatama and Sarno, 2016; Denolf et al, 2015; Bianchi and Sousa, 2016; Altemimi and Zakaria, 2015; El-mekawy et al, 2015) Top management less Zou et al (2014; Badewi, 2016; Sabry, 2014; Hatsu and Ngassam, 2015; Bobbert and Mulder, 2015) committed (P4) Lack of financial support Ali et al (2015; Henrique et al, 2014; Yudatama et al, 2017a; De Haes et al, 2017; Yudatama and Sarno, and human (P5) 2015; Sayogo and Gil-Garcia, 2015; Zou et al, 2014; Yudatama and Sarno, 2016; Denolf et al, 2015; Altemimi and Zakaria, 2015; Majid et al, 2015; El-mekawy et al, 2015) There is no perspective of Kuusk and Gao (2015; Yudatama et al, 2017a; Hamid and Sulaiman, 2016; De Haes et al, 2017) business and IT integration (P6)IT staff lack business-Kuusk and Gao (2015;Henrique et al, 2014;Al Qassimi and Rusu, 2015;Teh and Corbitt, 2015; Yudatama oriented (P7) andSarno, 2016;Badewi, 2016;Denolf et al, 2015;Pau et al, 2016) …”

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confidence: 99%

“…Result of study on benefits referenceBenefits Reference Aligning businessAli et al (2015;Henrique et al, 2014;Hamid and Sulaiman, 2016;De Haes et al, 2017;Al Qassimi and Rusu, 2015; priorities and IT Yadav and Barve, 2015;Bianchi and Sousa, 2016;Altemimi and Zakaria, 2015) investments (M1) Manage and Ali et al (2015; Yudatama et al, 2017a; Hamid and Sulaiman, 2016; Yudatama et al, 2018; Shelly et al, 2015; monitor funds more Yudatama and Sarno, 2016; Ali et al, 2015; Smits and Hillegersberg, 2018; Majid et al, 2015; Pau et al, 2016; consistently (M2) Bobbert and Mulder, 2015; El-mekawy et al, 2015) Managing resource Ali et al (2015; Henrique et al, 2014; Yudatama et al, 2017c; De Haes et al, 2017; Al Qassimi and Rusu, 2015; Teh and assets in a and Corbitt, 2015; Yudatama et al, 2107c; Shelly et al, 2015; Yadav and Barve, 2015; Jayant and Azhar, 2014; Zou et al, responsible manner (M3)2014;Badewi, 2016;Sabry, 2014;Denolf et al, 2015;Hatsu and Ngassam, 2015;Bianchi and Sousa, 2016;Altemimi and Zakaria, 2015;Smits and Hillegersberg, 2018;El-mekawy et al, 2015;Yudatama et al, 2017d;Safdar et al, 2015) Ensuring that IT deliversKuusk and Gao (2015;Hamid and Sulaiman, 2016;De Haes et al (2017;Yudatama and Sarno, 2015; Teh and Corbitt, on plans, budgets and 2015;Yudatama et al, 2018; Yudatama et al, 2107c;Shelly et al, 2015;Jayant and Azhar, 2014;Zou et al, 2014; commitments (M4) Badewi, 2016;Sabry, 2014;Denolf et al, 2015;Hatsu and Ngassam, 2015;Majid et al, 2015;Bobbert and Mulder, 2015;El-mekawy et al, 2015;Safdar et al, 2015) …”

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confidence: 99%

Analysis of Benefits and Barriers as a Critical Success Factor in IT Governance Implementation by Using Interpretive Structural Model

Yudatama¹,

Hidayanto²,

Nazief³

2019

Journal of Computer Science

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This study aims to identify and analyze the key sub-factors of benefits and barriers as critical success factors for the implementation of IT Governance. The hope of the research is that the results of this identification and analysis can provide a high value of benefits in order to stakeholders in implementing IT Governance. In addition, it is expected to also give a real contribution to the development of theory or concept in the field of IT Governance especially related to critical success factor. The method used in this research is the interpretive structural model, where this method is very suitable to find the key sub-factor with a well-structured hierarchy structure. The first step of this research begins with a literature review, survey and interviews by involving three experts in the field of IT Governance and then the information is processed according to the rules. The final result shows that sub-factors improve customer service and overall responsiveness is a key sub-factor in benefit factors, whereas the lack of financial and human support becomes a key sub-factor in barriers. These results are empirical because depending on the data obtained through expert interviews involved, therefore the quality and capacity of experts greatly affect the results obtained. This study demonstrates how benefits and constraints as a critical success factor in the application of IT Governance are interrelated. The interpretive structural model provides an understanding of how various benefits and barriers interact with each other. This is important because policymakers typically focus on one or two sub-factors only.

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A Model of Effective IT Governance for Collaborative Networked Organizations

Cited by 7 publications

References 34 publications

Inter-Organizational IT Governance Research

Inter-Organizational IT Governance Research

Information Technology Governance Awareness: A Proposed Formula for Assessment

Analysis of Benefits and Barriers as a Critical Success Factor in IT Governance Implementation by Using Interpretive Structural Model

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