Delving Into the IT Governance-Management Communication Interface

Abstract

This work is devoted to addressing the IT governance - management communication aspects, considering that their responsibilities are different, but complementary, in developing an IT governance framework. Our research question consists of finding which aspects (and subsequent themes) from IT governance literature may be considered. We performed a systematic scoping literature review, as our objective is to conduct a wide-ranging search on the aspects that communicate the governance of IT and its management. Because we want to broadly know the communication aspects and subthemes, we first filtered the articles reading each title and abstract and the relevant studies were reduced to 174. Finally, after an exhaustive reading, review, and categorization, 92 studies were selected. We identified 14 aspects and 50 themes regarding the communication interface between IT governance and IT management. Our study brings insights on a clearer IT governance-management interface conceptualization and identifies an agenda for further research on it.

A Vision to the Meeting Path of Practitioners and Researchers on the Governance of IT

“…Thus, IT governance research and practice have been covering, in the latest twenty-five years, different important aspects of governance, but also identifying several gaps to research [25] mainly the ones devoted to the communication mechanisms among the governance bodies and middle managers and its effectiveness, precisely the social aspects in communication approaches, human behaviour, knowledge sharing, culture, leadership, partnership, collaboration, participation, understanding, and engagement. Another possible research gap in empirical research would be the deployment of IT governance solutions in both developing and public institutions different from public universities since most of the IT governance studies rely on private companies in developed countries.…”

The rationality of human behaviour and accuracy in information technology management

“…Gate decisions are also common in IT investment decision-making (Aristodemou et al [2020]; Jeong and Jeong [2016]). These decisions are often centralised ) and made by committees, in this study addressed as 'gatekeeping boards' (Juiz and Gomez [2021]; ; Lima et al [2018]; ; Raghavan et al [2020]; Turel et al [2019]).…”

“…One study gap that was noted in the Chapter 2 systematic literature review was the lack of recent quantitative data on the realisation of IT business cases. This research fills this research gap by attempting to ascertain the reasons behind the partial realisation of anticipated benefits from IT investments (Zong and Wang [2022]), as well as by offering assistance in identifying the instruments required to realise a greater share of the promised benefits (Juiz and Gomez [2021]). Furthermore, as noted by Benschop et al [2020], 'While people acknowledge failures to accurately estimate in the past, they generally do not question the accuracy of their current predictions', this study also aims to support the process of continuous learning.…”

“…However, cross-organisation cooperation is not only limited to senior managers, as IT specialists and senior management work together to ensure that the technology architecture is designed to achieve alignment between IT and business (Patterson [2020]). More generally, managing IT is a challenging task that is frequently divided among several organisational agents (Juiz and Gomez [2021]; ), with managers and staff from all departments within the organisation participating (Turel et al [2019]). For example, in the selection of enterprise software, different persons with varying roles are involved in the multi-objectives process, including different roles such as deciders and gatekeepers but also users, buyers, and influencers (Raghavan et al [2020]).…”

“…For example, in the selection of enterprise software, different persons with varying roles are involved in the multi-objectives process, including different roles such as deciders and gatekeepers but also users, buyers, and influencers (Raghavan et al [2020]). Since successful IT outsourcing depends on managing the connection between the customer and the provider, collaboration may even extend across organisational boundaries (Juiz and Gomez [2021]). New ways of cooperation such as co-design, co-creation, and co-production are suggested for cooperation in cross-functional teams (Wiesb öck and Hess [2020]), and leveraging the alignment of senior management's goals with the IT function can help close any potential gaps between business and IT (Patterson [2020]).…”