Impact of Information Technology (IT) Governance on Business-IT Alignment

Castellanos, Weimar Santos

doi:10.5295/cdg.180995ws

Cited by 3 publications

(3 citation statements)

References 51 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This fact reinforces that the management construct adds IT management to management leadership. Actually, given the incipient weight of new technologies, recent research has been published that considers IT management as a key element in management decision-making for any type of corporation (Harguem, 2021; Reichstein, 2019; Santos Castellanos, 2021). As in the strategy construct, the model assumes that of management with formative indicators.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Digitalization in B2B marketing: omnichannel management from a PLS-SEM approach

Alonso-Garcia

Pablo-Martí

Barriopedro

2022

JBIM

View full text Add to dashboard Cite

Purpose The purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a business-to-business (B2B) context. Design/methodology/approach In building the model, a partial least squares structural equation modeling approach was followed. More than 1,000 executives with a C-level profile (chief executive officer, chief marketing officer or chief digital officer), from manufacturers and wholesalers, in various industries worldwide were contacted. The final sample consisted of 124 C-level executives in multinational B2B companies from 35 countries worldwide. Findings The principal finding is that optimal omnichannel management must involve a customer-centric proposition forming the basis for individualized marketing that tailors the company’s portfolio of solutions to suit each client. To ensure this, customer knowledge at each touchpoint is essential. The results show that the main predictor of B2B omnichannel management is sales and marketing, even above channels. The principal conclusions are that the model shows that good omnichannel performance is measured by the performance of the industrial buyer. Loyalty and experience are primary measures of this customer’s performance. Originality/value Research into omnichannel management in the B2B field is scarce, especially concerning the creation of models for decision-making.

show abstract

Section: Theory and Hypothesesmentioning

confidence: 99%

Digitalization in B2B marketing: omnichannel management from a PLS-SEM approach

Alonso-Garcia

Pablo-Martí

Barriopedro

2022

JBIM

View full text Add to dashboard Cite

show abstract

“…Instead, it is slow in adopting new technology due to its resource limitation. Dependency on the sole decision maker in SMEs is the common cause of slower IT adoption [33,34]. SMEs also tend to be reactive and shorter rather than long-term and strategic plans in terms of technology adoption [35].…”

Section: Congruence Between Theoretical Concepts Of It Governance In ...mentioning

confidence: 99%

Leveraging COBIT 2019 to Implement IT Governance in SME Context: A Case Study of Higher Education in Campus A

Utomo

Wijaya

Suzanna

et al. 2022

CommIT (Communication and Information Technology) Journal

View full text Add to dashboard Cite

Achieving business and Information Technology (IT) alignment has become the aspiration of most organizations nowadays. Small and Medium Enterprises (SMEs) are not exempt as they also thrive to survive in a competitive market using IT. However, implementing all IT control and management components will be excessive, with a lack of justifiable cost-benefit for SMEs. A tailored governance system based on the specificities of SMEs is necessitated to help the organization to focus on its main objectives and strategies. By leveraging COBIT 2019 design toolkit, the researchers support Campus A in establishing healthy governance and IT management. Both qualitative and quantitative approaches are applied to select relevant governance/ management objectives. The toolkit has been designed with a semi-automated quantitative approach in which users will get scoring for each objective based on the associated value inputted for each design factor. Through a series of discussions with the management team, it concludes the governance design and recommends several improvements to increase its capability level, from the current level of 1.05 (initial stage) to the desired level of 2.33 (repeatable stage). Then, since the toolkit is practical to use, it is also rigid by design with its predefined and protected formula. To some extent, the resulting score or importance level of certain governance/management objectives is questionable and lacks justification. Flags or indicators to ‘should-have’ governance/management objectives, regardless of the organization’s size and type, will be useful to prevent the omission of essential objectives.

show abstract

“…It is a set of rules, regulations, and policies that define and ensure the effective, controlled, and valued operation of the IT department. IT governance also provides methods for identifying and evaluating IT performance and how it relates to business growth (Castellanos, 2021).…”

Section: Advancesmentioning

confidence: 99%

Analysis of Domain Monitoring and Evaluation Cobit Maturity Level in Game Development Company

Nastiti

Widhiyanti

2021

JRisInf

View full text Add to dashboard Cite

There are many opinions that information technology governance is only suitable to be applied by large-scale companies. However this has not been proven to be true. Many small and medium-sized startups fail because they do not have good governance plans. This means that even small and medium-sized companies also need proper IT implementation planning. The purpose of this study was to measure the maturity level of information technology governance, particularly in terms of monitoring and evaluating IT performance, implementing internal controls, and compliance with company external regulations. Based on calculations, this game development company is at maturity level 3 (Defined Process). In addition, it was found that the biggest gap was in the Skill and Expertise attributes and the Goals and Measurement attributes. This study also provides recommendations for companies based on gap analysis in each process.

show abstract

Impact of Information Technology (IT) Governance on Business-IT Alignment

Cited by 3 publications

References 51 publications

Digitalization in B2B marketing: omnichannel management from a PLS-SEM approach

Digitalization in B2B marketing: omnichannel management from a PLS-SEM approach

Leveraging COBIT 2019 to Implement IT Governance in SME Context: A Case Study of Higher Education in Campus A

Analysis of Domain Monitoring and Evaluation Cobit Maturity Level in Game Development Company

Contact Info

Product

Resources

About