Culture Influence on IT Governance

Abstract

Managers face enormous challenges today to plan the decision rights and responsibilities in order to reach desired IT behaviors which are aligned with business objectives of organizations. This is known as IT governance and is ranked as one of the firms' top concerns. Not surprisingly, it is crucial for organizations to find the affecting factors on IT governance and solve the problems associated with it. Culture in national, organizational or group level is an affecting factor in organizations that can play a role in IT governance and this role is rarely explored in academic research. This paper provides a literature review investigating the influence of culture on IT governance. The research purpose is to identify how culture and IT governance in the companies can be linked together and promote this area for future research. The literature review is done systematically and the findings are classified by using an IT governance framework with three main components of structures, processes and relational mechanisms. The results indicate there is an influence from national and organizational culture on IT governance. However, the number of studies is very few and there is still a lack of knowledge on how culture can influence IT governance. This research calls upon a further research on culture impact on achieving an effective IT governance implementation in organizations.

Toward a Shared View of IT Governance

“…Source Cited by IT governance is the responsibility of the Board of Directors and Executive Management. It is an integral part of enterprise governance and consists of the leadership and organizational structures and processes that ensure that the organization's IT sustains and extends the organization's strategy and objectives [10] [4], [11], [12], [16]- [47] Specifying the decision rights and accountability frameworks to encourage desirable behavior in using IT [14] [2], [3], [5], [11], [24], [29], [34]- [37], [39], [41], [43], [48]- [64] IT governance is the organizational capacity exercised by the board, executive management and IT management to control the formulation and implementation of IT strategy and in this way ensure the fusion of business and IT. [65] [5], [12], [16], [25], [34], [39], [41], [44], [50], [66]- [71] IT governance is the definition and implementation of processes, structures, and relational mechanisms in the organization that enable both business and IT to execute their responsibilities in support of business/IT alignment and the creation of business value from IT enabled investments [72] [6], [70], [73]- [77], [78, p. 5] IT Governance is the strategic alignment of IT with the business such that maximum business value is achieved through the development and maintenance of effective IT control and accountability, performance management and risk management.…”

“…[3] [5], [36], [77], [79]- [81] IS/IT governance concentrates on the structure of relationships and processes to develop, direct and control IS/IT resources in order to achieve the enterprise's goals through value adding contributions, which account for balancing risk versus return over IS/IT resources and its processes [82] [3], [11], [23], [83]- [85] IT Governance describes the distribution of IT decision-making rights and responsibilities among different stakeholders in the organization, and the rules and procedures for making and monitoring decisions on strategic concerns. [86] [11], [36], [87] Preparation, development and implementation of decisions on goals, processes, people and technology at tactical and strategic levels [88] [37], [43], [89] The organizational capacity to control the formulation and implementation of IT strategy and guide to proper direction for the purpose of achieving competitive advantages for the corporation [90] [3], [91] IT governance is the selection and use of relationships such as strategic alliances or joint ventures to obtain key IT competencies. This is analogous to business governance, which involves make-vs.-buy choices in business strategy.…”

Organizational culture and the individuals' discretionary behaviors at work: a cross-cultural analysis

“…It gives employees a comfortable feeling toward the organization, encouraging them to work collectively to achieve its goals (Rowlands et al, 2014). According to Aasi et al (2014), organizations with better effectiveness indicators have a strong and positive culture.…”

Increasing the satisfaction with the Integrated System for Academic Activity Management: prioritizing improvements with a structural equations model

“…For these systems to be effective, universities need to provide an adequate technological infrastructure, which meets the needs of the service users (Palilingan & Batmetan, 2018). Furthermore, for a system to work as developed, it is necessary to have continuous quality monitoring (Aasi;Rusu & Han, 2014). According to Pressman (2009), software quality is measured through system conformance to explicitly stated functional and performance requirements.…”