Governance Team Leadership and Business User Participation - Organizational Practices for Innovative Customer Engagement in Data Compliance Project

Abstract

The study examines the relationship between the governance program teams, business user participation, and innovation in data compliance projects. Many firms continue to struggle with their governance programs as its effective implementation requires organizational change and a higher rate of involvement of those with significant knowledge of the context of the system use. Leadership elements are observed in governance teams and the way how these elements impact both, participation and innovation in recent General Data Protection Regulation (GDPR) data compliance efforts. To test the hypotheses, a quantitative method with Structural Equation Modelling and Partial Least Squares (PLS) in SmartPLS tool are used. The empirical data are collected from 98 data management professionals involved in projects associated with customers' data in larger organizations across European Union (EU). Research findings show that Governance Team Leadership (GTL) influence positively Lineof-Business Stakeholders Participation (LOBSP) and LOBSP influence positively Data Compliance Innovation (DCI) in GDPR efforts. Moreover, it shows that LOBSP is the underlying mechanism (mediator) of the relationship GTL and DCI. Data governance transfers data and information management towards managerial functions and strategic management. Data has become embedded within nearly every department and business unit, and its proper enterprise-wide governance requires much more rigorous alignment with business users and formation of one cross-functional unitdata stewardship team of proactive leaders. In opportunities and restrictions of data revolution underway, evidence of any sustainable organizational practices leading to innovations and competitive advantage is beneficial.

Challenges and Enablers for GDPR Compliance: Systematic Literature Review and Future Research Directions

“…The significance of alignment and harmony between business areas and governance leaders cannot be underestimated, as emphasized by Vojvodic and Hitz [55], which we have labeled as E13. To attain this alignment, they suggest creating a versatile team that is spearheaded by proactive leaders with a genuine dedication to improving and promoting privacy practices.…”

“…To achieve this, the IG for PD model may consider adding a third element that takes into account a mix of the enablers discussed. E12 covers recommended structural and relational practices from the Tallon, Ramires, and Short [54] model, whereas E13 highlights the importance of a multifunctional unit led by a proactive leader who prioritizes privacy practices, as found by Vojvodic and Hitz [55]. E14 describes how to use COBIT 2019 for data privacy [56].…”

The Role of Creative Development and Perceived Need for Change in Encouraging Organizational Capacity for Change: A Case Study

“…Additionally, innovation and competitive advantage, as key components of organizational change, are affected by the participation and commitment of stakeholders in the business line. Conversely, resistance to change can be a dominant reason for operational inefficiency [43]. The proposed research hypotheses in the model (see Figure 1) with their respective hypothetical relationships to validate are as follows.…”

Relation of Data Governance, Customer-Centricity and Data Processing Compliance

“…The article is part of the same broad quantitative research conducted by the same author (Vojvodic & Hitz, 2019), testing a longer list of hypotheses and relationships between variables. Variables were grouped based on their characteristics and split into different articles.…”