2016
DOI: 10.1016/j.accinf.2016.07.002
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Exploring differences between smaller and large organizations' corporate governance of information technology

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Cited by 42 publications
(45 citation statements)
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References 37 publications
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“…However, in reality, as argued by Bates (2013), corporate governance in its practical application is an important key, which unlocks the true value of a business regardless of the firm size. Willan et al (2016), whose study revealed that organisations whether large or small have the same benefits, influences and challenges when it comes to the application of corporate governance, confirmed this. In other words, corporate governance can shift the SME firm from a survivalist entity incapable of growing past the abilities of its owners, to being an enterprise with factual and sustainable growth through improved competitiveness, firm performance and value (Abor & Biekpe 2007;Bates 2013).…”
Section: Introductionsupporting
confidence: 56%
“…However, in reality, as argued by Bates (2013), corporate governance in its practical application is an important key, which unlocks the true value of a business regardless of the firm size. Willan et al (2016), whose study revealed that organisations whether large or small have the same benefits, influences and challenges when it comes to the application of corporate governance, confirmed this. In other words, corporate governance can shift the SME firm from a survivalist entity incapable of growing past the abilities of its owners, to being an enterprise with factual and sustainable growth through improved competitiveness, firm performance and value (Abor & Biekpe 2007;Bates 2013).…”
Section: Introductionsupporting
confidence: 56%
“…Generating business value from IT has been an admired focal point in IS literature (Ali et al 2015;Peng et al 2016;Wilkin et al 2016 (Val 2008). The value governance focuses on the structures and processes needed to ensure that value management practices are implanted in the firm and include ''necessary conditions'' to enable a value-based approach in the consequent portfolio and investment management (Van Grembergen and De Haes 2009).…”
Section: Value Governancementioning
confidence: 99%
“…We have set of mechanisms to request, prioritize, fund, monitor, and implement IT investment decisions to ensure IT investments deliver value to the organization. (Wilkin et al 2016) MITI2 Executives and board of directors have Responsibility to ensure the organization's IT systems sustain and extend its strategies and objectives. (Wilkin et al 2016) MITI3 Our company has established formal processes to govern and manage IT projects.…”
Section: Miti1mentioning
confidence: 99%
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“…Tata kelola TI juga dibahas pada sektor pemerintahan, rumah sakit, cloud computing dan penggunaan tata kelola TI oleh pakar/praktisi TI. (Suicimezov & Georgescu, 2014), (Prasad, Green, & Heales, 2014), (Prasad & Green, 2015), (Rebollo, Mellado, Fernández-Medina, & Mouratidis, 2015) Criteria Success Factor IT Governance (Alreemy et al, 2016), (Li, Chang, & Yen, 2017) Penerapan, dan atau evaluasi tata kelola dengan berbagai metode (COBIT dan Kombinasi Metode Lainnya, konseptual model) pada sektor bisnis (Aguillar, Murakami, Junior, & Jr., 2017), (Ibrahim & Nurpulaela, 2017), (Kosasi, Vedyanto, & Yuliani, 2017), (Lin & Wittmer, 2017), (Park, Lee, Daniel Lee, & Koo, 2017), (Sandfreni & Adikara, 2017), (Guetat & Dakhli, 2015), (Bermejo, Tonelli, Zambalde, Santos, & Zuppo, 2014), (Nuroğlu, 2016), (Wilkin, Couchman, Sohal, & Zutshi, 2016), (Thompson, Ekman, Selby, & Whitaker, 2014), (Fazlida & Said, 2015), (Ali, Green, & Robb, 2015), (Chi, Zhao, George, Li, & Zhai, 2017), (Smits & Van Hillegersberg, 2017), (Lunardi et al, 2014), (Bin-Abbas & Bakry, 2014), (Joshi, Bollen, Hassink, De Haes, & Van Grembergen, 2018), (Sirisomboonsuk, Gu, Cao, & Burns,…”
Section: Rq1 Apa Saja Penelitian Terkait Tata Kelola Ti?mentioning
confidence: 99%