Enterprise Governance of Information Technology

Haes, Steven De; Grembergen, Wim Van

doi:10.1007/978-3-319-14547-1

Cited by 68 publications

(47 citation statements)

References 36 publications

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“…Information and Communications Technologies (ICTs) are significantly changing the way firms and industries operate, not only by reducing processing times and costs, but also by altering the way in which goods and services are managed through their value systems (Porter & Millar, 1985;Malone, Yates & Benjamin, 1987;Buntin, Burke, Hoaglin & Blumenthal, 2011;De Haes & Van Grembergen, 2015). Ebusiness is a way of integrating ICTs, especially internet-based technologies, with a firm's core business (Zhu, 2004).…”

Section: Introductionmentioning

confidence: 99%

An explanatory model of the organizational factors that explain the adoption of E-business

García-Moreno

Moreno

Sánchez

et al. 2016

JIEM

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Abstract:Purpose: To describe the factors that facilitate the adoption of e-business in firms. To go in deep on the factors, resources and capabilities that need to be present in those firms seeking to improve their levels of e-business adoption.Design/methodology/approach: Analysis of the literature involving the main theories on business administration, and more specifically, on those related to technology innovation (TI) and information systems (IS), as applicable to the organizational factors that explain the adoption of e-business.Findings: It identifies three main sources of influence: a first group covers the characteristics of the actual firm, which refer to the organisation's specific features: firm size, the backing of top management, expected benefit, age, the level of human capital, and international projection. A second group of factors includes technology-related characteristics. The third group contains all those aspects in the environment that may affect the firm's attitude to e-business. Research limitations/implications:The chosen variables play significant role following a review of the studies on the subject, but not all potential ones have been included. The variables have been chosen in view of the large number of studies that have reported conclusive results.-547-Journal of Industrial Engineering and Management -http://dx

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Section: Introductionmentioning

confidence: 99%

An explanatory model of the organizational factors that explain the adoption of E-business

García-Moreno

Moreno

Sánchez

et al. 2016

JIEM

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“…This is a surprising result, since IT governance is the responsibility of the board [9] and the majority of the items in the IT strategic alignment category are specifically situated at the board level (e.g. 'IT expert on the board', 'IT expert with experience on the board', 'CIO or equivalent is on the board', 'IT committee' etc.).…”

Section: It Strategic Alignmentmentioning

confidence: 99%

“…IT governance is an integral part of corporate governance [9], considering IT governance exists in the realm of overall corporate governance [1] [9], [10].…”

Section: It Governancementioning

confidence: 99%

“…Examples of such industries are transportation, construction, manufacturing, and natural resources. Because of differences in IT strategic role between industries, there might also be differences in IT governance maturity [9], which could obscure the effect of the national corporate governance code (if any) on IT governance transparency. For controlling ownership structure, it was decided to only select listed companies, as the disclosure of nonfinancial information improves the value of a firm's stock, due to a reduction of information asymmetry [15].…”

Section: Research Scopementioning

confidence: 99%

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Exploring the Influence of Belgian and South-African Corporate Governance Codes on IT Governance Transparency

Huygh

Haes

Joshi

et al. 2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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Building on prior research on how boards should provide stakeholder transparency by disclosing on how their organizations are governing their IT assets, this paper provides an exploratory insight in the contemporary state of IT governance transparency in Belgian and South African companies. Specifically, the influence of the national corporate governance code on IT governance transparency is investigated by comparing both groups of companies. Our findings show that South African firms tend to be more concerned with IT governance transparency than Belgian firms, given a comparable IT strategic role and ownership structure. This result could be expected, as the South African corporate governance code, King III, contains specific IT (governance)-related guidance, while the Belgian code Lippens does not. Accordingly, the case is made for including more (non-committal) IT (governance)-related guidance in national corporate governance codes.

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“…Disruptive technologies can impact business models, or even entire sectors in short timeframes [3]. Given an increasing dependency on IT, decision-makers are faced with more IT-related decisions [4]. Disciplines like IT management and IT governance surfaced to assist decision-makers with these issues [5], [6].…”

Section: Introductionmentioning

confidence: 99%

Using the Viable System Model to Study IT Governance Dynamics: Evidence from a Single Case Study

Huygh

Haes

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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Enterprise Governance of Information Technology

Cited by 68 publications

References 36 publications

An explanatory model of the organizational factors that explain the adoption of E-business

An explanatory model of the organizational factors that explain the adoption of E-business

Exploring the Influence of Belgian and South-African Corporate Governance Codes on IT Governance Transparency

Using the Viable System Model to Study IT Governance Dynamics: Evidence from a Single Case Study

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