IT Governance in a Public Organization in a Developing Country: A Case Study of a Governmental Organization

Qassimi, Najla Al; Rusu, Lazar

doi:10.1016/j.procs.2015.08.541

Cited by 31 publications

(27 citation statements)

References 9 publications

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“…Implementation of IT Governance involves all components in a company (Yang et al, 2012;De Haes and Van Grembergen, 2008;Xiang et al, 2014), where one component and the other work together, interrelated and influence each other (Al Qassimi and Rusu, 2015;Altemimi and Zakaria, 2016;Lee et al, 2008). People are one of the most important components (Yadav and Barve, 2015), where people have unique and unpredictable characteristics (Da Veiga and Eloff, 2007;Yadav and Barve, 2015;Kuusk and Gao, 2015).…”

Section: Informationmentioning

confidence: 99%

Important Factors in Information Technology Governance Awareness: An Empirical Survey of the Expert’s Opinion in Indonesia

Nazief¹,

Yudatama

Hidayanto³

2019

Journal of Computer Science

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Information Technology Governance (IT Governance) implementation does not always experience success in an organization. This article has provided data by conducting a survey to experts, in this case, the IT Governance Expert in Indonesia to be asked for their opinions regarding the successful implementation of IT Governance in supporting the organization's routine activities. This research report is presented precisely and concisely by displaying tables and pie diagrams so that it is easy to understand. Responses obtained from IT Governance Expert perceptions, that awareness is an important factor that can determine success in the implementation of IT Governance. We found as many as 15 factors in IT Governance awareness. In addition, a very significant part of the result findings of this research is awareness to understanding IT Governance well, awareness in involving stakeholders and awareness in changing organizational culture. Therefore, it needs to have serious attention from all parties involved so that later organizational performance can be increased in the future in accordance with expectations.

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Section: Informationmentioning

confidence: 99%

Important Factors in Information Technology Governance Awareness: An Empirical Survey of the Expert’s Opinion in Indonesia

Nazief¹,

Yudatama

Hidayanto³

2019

Journal of Computer Science

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“…This notion has been also supported by (Biswas, 2014;Pereira & da Silva, 2012;and Zhu et. al., 2015); • Resource Allocation: Is about the maximizing and attaining an ideal investment through a good management of significate IT resources such as applications, infrastructure, data, and staff (Al Qassimi & Rusu, 2015). The crucial aspects here, for a positive IT performance to be is through an optimal investment and the efficient and effective utilization and allocation of IT resources, as it servicing the needs of the enterprise.…”

Section: It Governance Framework (Cobit)mentioning

confidence: 99%

Enterprise System as Business Intelligence and Knowledge Capabilities for Enhancing Applications and Practices of IT Governance

Alkhaldi

Hammami

Kasem³

et al. 2017

International Journal of Organizational and Collective Intelligence

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According to different views in information systems and the socio-technical perspective, many organizations was led to redefine their business with a more focused IT solutions, this study suggested a number of confirmatory measurement models that establish the ground for the hypothesed research constructs, and utilized the structural equation modeling techniques to test and validate the research hypotheses. The research present the results of a practical investigation of the influence and the effect of enterprise systems role applications and organizational knowledge capabilities on IT governance practices by enhancing its application and usability within the organization. The study suggests that smart enterprise systems capabilities (infrastructure scalability, planning alignments, and HR planning and professional capabilities the IT staff) and knowledge organizational capabilities (individual, managerial, and collaborative) have a positive dynamic influence on IT governance activities. It's also observed that enterprise systems role applications have a more profound influence on organizational knowledge capabilities (OKC) comparing to IT governance (ITGOV), where OKC played a significate additive role in mediating the effect and thus provided an enhanced extra effect on IT governance.

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“…The benefits and obstacles are very basic to know because it can affect the success of IT Governance (Ali et al, 2015;Yudatama et al, 2017a;Al Qassimi and L. Rusu, 2015;Sayogo and Gil-Garcia, 2015). In addition, this also affects the performance of the organization because it deals directly with the user especially in response to accepting or rejecting something given to him well or not (Yudatama et al, 2017b-c).…”

Section: Introductionmentioning

confidence: 99%

“…and Corbitt, 2015;Shelly et al, 2015;Hatsu and Ngassam, 2015) the regulation (P1) Inadequate regulation (P2)Hamid and Sulaiman (2016;De Haes et al, 2017;Zou et al, 2014;Tokta et al, 2014;Sabry, 2014;Hatsu and Ngassam, 2015;Yudatama et al, 2017d;Safdar et al, 2015) The lack of persuasive Ali et al (2015; Yudatama et al, 2017a-b; Yudatama and Sarno, 2015; Teh and Corbitt, 2015; Shelly communication (P3) et al, 2015 Zou et al, 2014; Yudatama and Sarno, 2016; Denolf et al, 2015; Bianchi and Sousa, 2016; Altemimi and Zakaria, 2015; El-mekawy et al, 2015) Top management less Zou et al (2014; Badewi, 2016; Sabry, 2014; Hatsu and Ngassam, 2015; Bobbert and Mulder, 2015) committed (P4) Lack of financial support Ali et al (2015; Henrique et al, 2014; Yudatama et al, 2017a; De Haes et al, 2017; Yudatama and Sarno, and human (P5) 2015; Sayogo and Gil-Garcia, 2015; Zou et al, 2014; Yudatama and Sarno, 2016; Denolf et al, 2015; Altemimi and Zakaria, 2015; Majid et al, 2015; El-mekawy et al, 2015) There is no perspective of Kuusk and Gao (2015; Yudatama et al, 2017a; Hamid and Sulaiman, 2016; De Haes et al, 2017) business and IT integration (P6)IT staff lack business-Kuusk and Gao (2015;Henrique et al, 2014;Al Qassimi and Rusu, 2015;Teh and Corbitt, 2015; Yudatama oriented (P7) andSarno, 2016;Badewi, 2016;Denolf et al, 2015;Pau et al, 2016) …”

mentioning

confidence: 99%

“…Result of study on benefits referenceBenefits Reference Aligning businessAli et al (2015;Henrique et al, 2014;Hamid and Sulaiman, 2016;De Haes et al, 2017;Al Qassimi and Rusu, 2015; priorities and IT Yadav and Barve, 2015;Bianchi and Sousa, 2016;Altemimi and Zakaria, 2015) investments (M1) Manage and Ali et al (2015; Yudatama et al, 2017a; Hamid and Sulaiman, 2016; Yudatama et al, 2018; Shelly et al, 2015; monitor funds more Yudatama and Sarno, 2016; Ali et al, 2015; Smits and Hillegersberg, 2018; Majid et al, 2015; Pau et al, 2016; consistently (M2) Bobbert and Mulder, 2015; El-mekawy et al, 2015) Managing resource Ali et al (2015; Henrique et al, 2014; Yudatama et al, 2017c; De Haes et al, 2017; Al Qassimi and Rusu, 2015; Teh and assets in a and Corbitt, 2015; Yudatama et al, 2107c; Shelly et al, 2015; Yadav and Barve, 2015; Jayant and Azhar, 2014; Zou et al, responsible manner (M3)2014;Badewi, 2016;Sabry, 2014;Denolf et al, 2015;Hatsu and Ngassam, 2015;Bianchi and Sousa, 2016;Altemimi and Zakaria, 2015;Smits and Hillegersberg, 2018;El-mekawy et al, 2015;Yudatama et al, 2017d;Safdar et al, 2015) Ensuring that IT deliversKuusk and Gao (2015;Hamid and Sulaiman, 2016;De Haes et al (2017;Yudatama and Sarno, 2015; Teh and Corbitt, on plans, budgets and 2015;Yudatama et al, 2018; Yudatama et al, 2107c;Shelly et al, 2015;Jayant and Azhar, 2014;Zou et al, 2014; commitments (M4) Badewi, 2016;Sabry, 2014;Denolf et al, 2015;Hatsu and Ngassam, 2015;Majid et al, 2015;Bobbert and Mulder, 2015;El-mekawy et al, 2015;Safdar et al, 2015) …”

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confidence: 99%

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Analysis of Benefits and Barriers as a Critical Success Factor in IT Governance Implementation by Using Interpretive Structural Model

Yudatama¹,

Hidayanto²,

Nazief³

2019

Journal of Computer Science

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This study aims to identify and analyze the key sub-factors of benefits and barriers as critical success factors for the implementation of IT Governance. The hope of the research is that the results of this identification and analysis can provide a high value of benefits in order to stakeholders in implementing IT Governance. In addition, it is expected to also give a real contribution to the development of theory or concept in the field of IT Governance especially related to critical success factor. The method used in this research is the interpretive structural model, where this method is very suitable to find the key sub-factor with a well-structured hierarchy structure. The first step of this research begins with a literature review, survey and interviews by involving three experts in the field of IT Governance and then the information is processed according to the rules. The final result shows that sub-factors improve customer service and overall responsiveness is a key sub-factor in benefit factors, whereas the lack of financial and human support becomes a key sub-factor in barriers. These results are empirical because depending on the data obtained through expert interviews involved, therefore the quality and capacity of experts greatly affect the results obtained. This study demonstrates how benefits and constraints as a critical success factor in the application of IT Governance are interrelated. The interpretive structural model provides an understanding of how various benefits and barriers interact with each other. This is important because policymakers typically focus on one or two sub-factors only.

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IT Governance in a Public Organization in a Developing Country: A Case Study of a Governmental Organization

Cited by 31 publications

References 9 publications

Important Factors in Information Technology Governance Awareness: An Empirical Survey of the Expert’s Opinion in Indonesia

Important Factors in Information Technology Governance Awareness: An Empirical Survey of the Expert’s Opinion in Indonesia

Enterprise System as Business Intelligence and Knowledge Capabilities for Enhancing Applications and Practices of IT Governance

Analysis of Benefits and Barriers as a Critical Success Factor in IT Governance Implementation by Using Interpretive Structural Model

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