IT Governance in Collaborative Networks: A Socio-Technical Perspective

Abstract

Research on IT governance has tended to focus on the issue within a single organizational environment. Our understanding of IT governance in an inter-organizational context remains limited. In addition, few have taken a socio-technical perspective. The aim of the study is therefore to empirically explore the impacts of socio-technical factors on the effectiveness of IT governance for a collaborative network by examining three IT governance elements: structure, process and relational mechanism. This paper reports on the findings of the pilot phase of the broader study. The findings indicate that more effective collaborative IT governance is associated with an active involvement of a governing body; a coordinated communication process; and the presence of relational culture and attitudinal commitment. Theoretical and managerial implications of the study are discussed.

The Contingent Role of Centrality in IT Network Governance: An Empirical Examination

“…Translating the concept of centrality from intraorganizational governance to the network level, we demonstrated that this is also an important characteristic in interorganizational IT governance. This more differentiated perspective extends prior studies on IT-related governance structures, such as Chong and Tan (Chong & Tan 2012) or Prasad et al (2011). In particular, our findings indicate that inter-organizational networks significantly differ in terms of their IT governance arrangements, which reflects in the design and configuration of IT related network structures, processes, and collaborative relationships.…”

“…While there is an agreement among all network members for fundamental IT, there are no strict or binding rules, and members are relatively free to implement their own IT. Such hybrid decision making can, e.g., be found in a study of Chong and Tan (2012) who describe an opportunity-driven network of eight organizations in the health industry.…”

“…First, studies describe singular concepts of current governance practices rather than find overarching classifications of different types. For example, Chong and Tan (Chong & Tan 2012) study IT-related governance arrangements in a health-care-network setting and analyze properties of a federal governance approach. A similar proceeding can be found in Prasad et al (2011), who identify co-created IT steering committees, inter-organizational lateral communication systems, inter-organizational performance managements, and co-created operational systems committees as four broad IT governance conceptions; however they offer no view on the classification of different governance modes.…”

Toward a Shared View of IT Governance

“…[65] [5], [12], [16], [25], [34], [39], [41], [44], [50], [66]- [71] IT governance is the definition and implementation of processes, structures, and relational mechanisms in the organization that enable both business and IT to execute their responsibilities in support of business/IT alignment and the creation of business value from IT enabled investments [72] [6], [70], [73]- [77], [78, p. 5] IT Governance is the strategic alignment of IT with the business such that maximum business value is achieved through the development and maintenance of effective IT control and accountability, performance management and risk management. [3] [5], [36], [77], [79]- [81] IS/IT governance concentrates on the structure of relationships and processes to develop, direct and control IS/IT resources in order to achieve the enterprise's goals through value adding contributions, which account for balancing risk versus return over IS/IT resources and its processes [82] [3], [11], [23], [83]- [85] IT Governance describes the distribution of IT decision-making rights and responsibilities among different stakeholders in the organization, and the rules and procedures for making and monitoring decisions on strategic concerns. [86] [11], [36], [87] Preparation, development and implementation of decisions on goals, processes, people and technology at tactical and strategic levels [88] [37], [43], [89] The organizational capacity to control the formulation and implementation of IT strategy and guide to proper direction for the purpose of achieving competitive advantages for the corporation [90] [3], [91] IT governance is the selection and...…”

“…[3] [5], [36], [77], [79]- [81] IS/IT governance concentrates on the structure of relationships and processes to develop, direct and control IS/IT resources in order to achieve the enterprise's goals through value adding contributions, which account for balancing risk versus return over IS/IT resources and its processes [82] [3], [11], [23], [83]- [85] IT Governance describes the distribution of IT decision-making rights and responsibilities among different stakeholders in the organization, and the rules and procedures for making and monitoring decisions on strategic concerns. [86] [11], [36], [87] Preparation, development and implementation of decisions on goals, processes, people and technology at tactical and strategic levels [88] [37], [43], [89] The organizational capacity to control the formulation and implementation of IT strategy and guide to proper direction for the purpose of achieving competitive advantages for the corporation [90] [3], [91] IT governance is the selection and use of relationships such as strategic alliances or joint ventures to obtain key IT competencies. This is analogous to business governance, which involves make-vs.-buy choices in business strategy.…”