Analysing the Relationship between IT Governance and Business/IT Alignment Maturity

Haes, Steven De; Grembergen, Wim Van

doi:10.1109/hicss.2008.66

Cited by 75 publications

(60 citation statements)

References 20 publications

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“…Since IT (IT) has become crucial to the support, sustainability and growth of the business [35] [36], this pervasive use of technology has created a critical dependency on IT that calls for a specific focus on IT Governance (ITG) [1] [28]. ITG has been a concern in the last 20 years [50].…”

Section: Introductionmentioning

confidence: 99%

IT Governance Mechanisms: A Literature Review

Almeida¹,

Pereira²,

Silva³

2013

Lecture Notes in Business Information Processing

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Abstract. Nowadays information technology (IT) is present in all organizations. This pervasive use of technology has created a critical dependency on IT that calls for a specific focus on IT Governance (ITG). Organizations with effective governance have actively adopted a set of ITG mechanisms. However, ITG mechanisms are not well defined among the literature and in some cases there are incongruities in their definition. In this paper we intend to perform a literature review (LR) in order to elicit which are the main ITG mechanisms as well as to describe them and state what they are useful for. We finish our work with conclusion, contributions, limitations and future work.

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Section: Introductionmentioning

confidence: 99%

IT Governance Mechanisms: A Literature Review

Almeida¹,

Pereira²,

Silva³

2013

Lecture Notes in Business Information Processing

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“…Organizational Culture Brown and Grant, 2005;Fink and Ploder, 2008;Gerrard, 2009;Jiandong andHongjun, 2010 Maidin andArshad, 2010;Symons, 2005;Weisinger and Trauth, 2003 Organizational Structure Adams, Larson and Xia, 2008;Aagesen, van Veenstra, Janssen and Krogstie, 2011;Cochran, 2010;De Haes and Grembergen, 2008;Bernroider, 2008;Gao, Chen and Fang, 2009;Lunardi, Becker and Macada, 2009;Park, Jung, Lee and Jang, 2006;Shpilberg, Berez, Puryear and Shah, 2007;Symons, 2005;Webb, Pollard andRidley, 2006 Size Brown andGrant, 2005;Cochran, 2010;De Haes and Grembergen, 2008;Jacobson, 2009;Lunardi, Becker andMacada, 2009 Industry Brown andGrant, 2005;De Haes and Grembergen, 2008;Gerrard, 2009;Jacobson, 2009;Jiandong and Hongjun, 2010;Simonsson, Lagerström and Johnson, 2008;Tanriverdi, 2006 Regional Differences Aagesen, van Veenstra, Janssen and Krogstie, 2011;Fink and Ploder, 2008;Bernroider, 2008;Shpilberg, Berez, Puryear and Shah, 2007;Weisinger andTrauth, 2003 Maturity ...…”

Section: Contingency Factors Literaturementioning

confidence: 99%

IT Governance Implementation: The Determinant Factors

Pereira¹,

Silva²

2012

CIBIMA

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In the last 20 years, the use of IT by organizations has increased and ITG discipline is today a major concern. ITG has been recognized as a CIO top-10 issue for more than five years and has risen in priority between 2007 and 2009. Best practices and frameworks have been proposed in order to help organizations in ITG implementation. However, such practices and frameworks argue that the application of their practices depends on each organization context, but they don't describe the different contexts and how the practices must be applied given the different contexts. Such fact calls for the identification and formalization of the determinant factors that can influence each ITG implementation which is not present in any framework. The researchers start the paper with a literature review to leverage such differentiator factors, herein called contingency factors, in order to provide a scientific viewpoint. Then, the researchers present the evaluation section with expert's interviews in order to provide practitioner viewpoint. The researchers finalize the research with main contribution and future work section.

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“… Corporate Governance -is the system by which organizations are directed and controlled [De Haes & Grembergen 2008]; it is the responsibility delegated by stakeholders and the public, defined by legislators and regulators, and shared by boards, in some measure, with managers [Webb et al 2006]. Briefly stated, corporate governance regards directions for internal (managerial) control that aim to arrange financial transparency and prudent financial conduct in order to safeguard the interests of shareholders [Coley et al 2005].…”

Section: ª Conferência Da Associação Portuguesa De Sistemas De Infomentioning

confidence: 99%

Portuguese Public Procurement Governance Model

Rosa

Tribolet

Silva

2015

Atas Da 15ª Conferência Da Associação Portuguesa De Sistemas De Informação

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Public Procurement in Europe represents 19% of GDP. The 2014 European Directives on Public Procurement highlight the need for governance measures in Member States. Portugal has been considered a pioneer in electronic Public Procurement and, following Europe's last guidelines, is dedicating attention to a formal governance model set up. A governance model is fundamental to enhancing integrity in Public Procurement, supporting sustainable and inclusive growth, and reinforcing citizens' trust. This study aims to analyse the evolution of Public Procurement governance in the Portuguese state and design a model within the Enterprise Governance context. Our proposal builds on the Enterprise Ontology principles and the design uses DEMO methodology to represent the model. It mainly aims to address the lack of articulation among key public entities and to increase alignment between government strategic objectives and public entities action plans. The result of our study observes the recent OECD recommendations on Public Procurement.

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Analysing the Relationship between IT Governance and Business/IT Alignment Maturity

Cited by 75 publications

References 20 publications

IT Governance Mechanisms: A Literature Review

IT Governance Mechanisms: A Literature Review

IT Governance Implementation: The Determinant Factors

Portuguese Public Procurement Governance Model

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