How Does the Organizational Culture of Collaborative Networks Influence IT Governance Performance in a Large Organization?

Aasi, Parisa; Rusu, Lazar; Leidner, Dorothy E.; Perjons, Erik; Corrales-Estrada, Martha

doi:10.24251/hicss.2018.618

“…However, various contingency factors, such as OC, industry context, and organizational maturity, can undermine the successful implementation of ITG [18,39]. This study acknowledges the influence of these factors on the adoption of ITG mechanisms but specifically emphasizes the OC component due to its behavioral relevance and the tendency of managers to attribute ITG project failures to cultural issues [19,40].…”

Section: -1-it Governancementioning

confidence: 95%

“…Without considering the importance of managing the culture around ITG, the institutionalization process can generate challenges within the organization, causing employees to not adopt the desired practices and behaviors when using IT [16]. Given its behavioral relevance, OC is a critical factor in the success of ITG implementation because the ITG, as an organizational model, needs to reinforce its members' behavior to support the cultural values that strengthen the relationship between IT and its stakeholders [17][18][19][20]. For example, an OC directed toward the market, driven by competitiveness in achieving market goals and securing a client base, can increase the way individuals perceive the institutionalization of ITG mechanisms in the organization, leading to better-aligned behaviors [21].…”

mentioning

confidence: 99%

The Effect of Organizational Cultures on Relationships between IT Governance and Individual Behavior

Fernandes,

Pereira,

Wiedenhöft

2023

Emerg Sci J

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Background: Organizations allocate substantial resources to Information Technology (IT) to ensure its long-term success. Hence, effective IT Governance (ITG) is crucial for business/IT alignment. However, factors like employee behavior and Organizational Culture (OC) play vital roles in applying ITG but remain underexplored. Objectives: This study aims to bridge this gap by examining the relationship between ITG and Organizational Citizenship Behavior (OCB). Additionally, it investigates the moderating effect of different cultures in the Organizational Culture Assessment Instrument (OCAI) on the ITG-OCB relationship. Methods/Analysis: A survey was conducted involving 513 employees from over 150 companies worldwide. The data were analyzed using partial least-squares structural equation modeling (PLS-SEM). Findings: This study confirms that institutionalizing ITG enhances OCB. Furthermore, a moderating effect was observed in most relationships, highlighting the influence of different OC types. Market and hierarchy cultures exhibited the most significant moderating effect. Novelty: This research contributes to the understanding of ITG's impact on employee behavior, extending the investigation to new dimensions of OCB and confirming the moderating role of OC. The practical implications of this study enable organizations to foster a culture that promotes ITG and cultivates employees' OCB, leading to improved business-IT alignment, enhanced IT-enabled value, and, ultimately, enhanced organizational effectiveness. Doi: 10.28991/ESJ-2023-07-05-010 Full Text: PDF

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“…Conversely decentralised arrangements are advocated for responsiveness to business unit needs (Brown & Grant, 2005). Centralised arrangements were identified in literature as the dominant approach so have been selected as representative of IT governance for this research (Sambamurthy & Zmud, 1999;Benaroch & Chernobai, 2017;Aasi, Rusu, Leidner, Perjons, & Corrales Estrada, 2018).…”

Section: Information Technology Governancementioning

confidence: 99%

Surmounting Boundaries: Closing The Governance Gap Governance Arrangements In Public Sector Ict Shared Services

Williams¹

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<p>Hundreds of millions of dollars of public money have been spent creating Public Sector ICT Shared Services (PSISS) based on expectations of improved customer service and cost reduction. Unfortunately, the promised benefits have often failed to materialise and governance has been identified as a barrier to PSISS success. The research first locates the concerns that governance, and in particular arrangements for governing PSISS, is contributing to PSISS failure in the academic and practice literatures on PSISS governance. Our current knowledge of PSISS governance is principally informed by literature from three domains: management, public administration and information systems. These domains, to an extent, exist in silos with unique traditions, perspectives and knowledge claims. As a result, how it informs the governance of PSISS could be at best unhelpful and even confusing to practitioners. This state of knowledge is not assisted by “how to govern” guides that obscure their different theoretical origins and do not appear to address the complexity of PSISS governance. Despite this apparent lack of coherent frameworks in the academic and practice literatures, practitioners are expected to use this literature to develop governance arrangements and perform effective PSISS governance. This lack of coherence led me to ask my first research question: How do practitioners perceive PSISS governance in practice? Exploring how PSISS governance occurs in practice through the lived experience of PSISS governance practitioners led me to select grounded theory as an appropriate methodology and research design to examine 20 years of governance practice for an electronic identity (E-ID) PSISS in New Zealand. My grounded theory of practice enabled construction of a public sector governance model to explore vertical and collaborative governance arrangements through three perspectives: system strategy, delivery and assurance. The model has been extended to provide a system-wide public sector governance lens, which was used to reflexively explore current academic literature and seven practitioner informed critical public sector governance issues to answer my refined secondary research question: How have governance arrangements addressed critical issues in public sector governance?</p>

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“…IT governance approval provides formal delegation for delivery by management (Weill & Ross, 2004). The IT governance function oversees management activities to ensure delivery of business objectives (Aasi et al, 2018). The alignment with corporate governance reinforces the vertical nature of IT governance (Weill & Ross, 2004).…”

Section: Information Technology Governancementioning

confidence: 99%

Surmounting Boundaries: Closing The Governance Gap Governance Arrangements In Public Sector Ict Shared Services

Williams¹

0

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<p>Hundreds of millions of dollars of public money have been spent creating Public Sector ICT Shared Services (PSISS) based on expectations of improved customer service and cost reduction. Unfortunately, the promised benefits have often failed to materialise and governance has been identified as a barrier to PSISS success. The research first locates the concerns that governance, and in particular arrangements for governing PSISS, is contributing to PSISS failure in the academic and practice literatures on PSISS governance. Our current knowledge of PSISS governance is principally informed by literature from three domains: management, public administration and information systems. These domains, to an extent, exist in silos with unique traditions, perspectives and knowledge claims. As a result, how it informs the governance of PSISS could be at best unhelpful and even confusing to practitioners. This state of knowledge is not assisted by “how to govern” guides that obscure their different theoretical origins and do not appear to address the complexity of PSISS governance. Despite this apparent lack of coherent frameworks in the academic and practice literatures, practitioners are expected to use this literature to develop governance arrangements and perform effective PSISS governance. This lack of coherence led me to ask my first research question: How do practitioners perceive PSISS governance in practice? Exploring how PSISS governance occurs in practice through the lived experience of PSISS governance practitioners led me to select grounded theory as an appropriate methodology and research design to examine 20 years of governance practice for an electronic identity (E-ID) PSISS in New Zealand. My grounded theory of practice enabled construction of a public sector governance model to explore vertical and collaborative governance arrangements through three perspectives: system strategy, delivery and assurance. The model has been extended to provide a system-wide public sector governance lens, which was used to reflexively explore current academic literature and seven practitioner informed critical public sector governance issues to answer my refined secondary research question: How have governance arrangements addressed critical issues in public sector governance?</p>

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How Does the Organizational Culture of Collaborative Networks Influence IT Governance Performance in a Large Organization?

Cited by 6 publications

References 16 publications

The Effect of Organizational Cultures on Relationships between IT Governance and Individual Behavior

The Effect of Organizational Cultures on Relationships between IT Governance and Individual Behavior

Surmounting Boundaries: Closing The Governance Gap Governance Arrangements In Public Sector Ict Shared Services

Surmounting Boundaries: Closing The Governance Gap Governance Arrangements In Public Sector Ict Shared Services

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