Contextual determinants of IT governance mechanism formulation for senior care services in local governments

Penerapan Tata Kelola Teknologi Informasi pada Instansi: Systematic Literature Review

“…Menyadari peran penting yang dapat dimainkan oleh teknologi informasi, instansi pemerintah memegang tanggung jawab untuk merumuskan mekanisme tata kelola TI yang penting bagi pemerintah untuk menjalankan tanggung jawab mereka dan memaksimalkan nilai publik. [1]. Sama halnya dengan instansi pemerintah, instansi swasta dalam menjalankan seluruh fokus bisnis pada perusahaan membutuhkan sumber daya yang signifikan, salah satunya yang berfokus pada perencanaan investasi TI oleh organisasi untuk kebutuhan teknologi informasi.…”

“…Tata kelola teknologi informasi dapat dikatakan efektif dan penting bagi organisasi apabila dalam penggunaannya yang tepat, investasi yang efektif, dan manajemen risiko yang tepat [1]. Tata kelola TI yang diterapkan pada instansi atau perusahaan diharapkan membawa dampak baik seperti meningkatkan produktivitas, menghasilkan kualitas yang lebih tinggi, dan keuangan yang lebih baik, sementara tata kelola TI yang buruk sering menyebabkan pemborosan program, birokrasi, moral yang lebih rendah, dan kinerja keuangan yang berkurang secara keseluruhan.…”

A Case of the Governance of Digital Technology in Tax Administration

“…While IT resources remain potential sources of value, they are not sufficient to create sustained innovations in public sector organization if not accompanied by IT governance capabilities; effective governance enables the organization to coordinate inter-organizational activities and respond rapidly, in a flexible manner, to new demands [5]. Therefore, IT governance is defined as the organizational capability to control the formulation and implementation of IT resources and strategies in the organization and to help the organization gain higher value from IT and IT investment [6] [2].…”

“…A more widely accepted definition of IT governance in the public sector [10] [11] [12] [2] classified IT governance according to three distinct IT governance capabilities: Decision-making Structural (connection), Processes (coordination), and Relational mechanisms (collaboration) [6] [13]. Decision-making Structure relates to the responsibilities for various activities that are associated with the use of IT in the organization; Processes define different approaches that can guide decision-making and control of these activities; and the Relational mechanisms include all the practices that are designed to facilitate and manage formal and informal communications and interactions between both internal actors and external partners.…”

“…Studies show that the focus of IT governance in public organizations is on governments becoming large consumers of IT and moving toward public administration modernization [6]. In this scenario, the central concern of public administration is highly related to improving government performance, ensuring transparency and efficiency, and improving the quality of public IT-enabled solutions and services [16] [2].…”