“…In Brazil, Rodrigues, Maccari and Simões (2009) found a similar gap in a survey that focused on IT executives of the country's 100 largest firms.…”
Section: Introductionmentioning
confidence: 78%
“…Rodrigues et al (2009) studied the design of IT management in the largest 100 Brazilian firms and observed that 63% of them have formal IT plans aligned with their business plan, although only 30% update these plans. However, 37% of IT executives did not perform this alignment or did not recognize its importance and only 14% bothered to continuously update alignment indicators.…”
Section: Relationship Between Business Areas and Itmentioning
confidence: 99%
“…Even so, IT can still be aligned. Thus, competencies may need to be examined and not necessarily the alignment strategy in use (Rodrigues Maccari & Simões, 2009). In addition, one should be aware that various structures, processes and mechanisms related to IT effectiveness may function in a specific organization but not in others Dameri & Perego, 2010).…”
Section: Strategic Alignment and It Governancementioning
The aim of this article is to analyze the impacts, based on the perceptions of managers, of the deployment of a model to govern the relationship between business areas and IT in a large Brazilian financial organization. To undertake the case study of this deployment, the research firstly performed documental analyses of the process and then sent electronic surveys to a sample of managers in order to evaluate their perceptions of the model's impact in terms of the formalism of the organization's internal processes, strategic alignment between business areas and IT and levels of governance in the organization. The results revealed that managers perceived improvements in the quality of technological solutions, levels of IT governance, the understanding of IT area needs and business area demands, but they also stated that the negotiating process was more complex and there was no increase in their level of satisfaction with IT. These results of the study may contribute to the development of instruments for the evaluation of the impacts of the deployment of relationship models on important organizational aspects.
“…In Brazil, Rodrigues, Maccari and Simões (2009) found a similar gap in a survey that focused on IT executives of the country's 100 largest firms.…”
Section: Introductionmentioning
confidence: 78%
“…Rodrigues et al (2009) studied the design of IT management in the largest 100 Brazilian firms and observed that 63% of them have formal IT plans aligned with their business plan, although only 30% update these plans. However, 37% of IT executives did not perform this alignment or did not recognize its importance and only 14% bothered to continuously update alignment indicators.…”
Section: Relationship Between Business Areas and Itmentioning
confidence: 99%
“…Even so, IT can still be aligned. Thus, competencies may need to be examined and not necessarily the alignment strategy in use (Rodrigues Maccari & Simões, 2009). In addition, one should be aware that various structures, processes and mechanisms related to IT effectiveness may function in a specific organization but not in others Dameri & Perego, 2010).…”
Section: Strategic Alignment and It Governancementioning
The aim of this article is to analyze the impacts, based on the perceptions of managers, of the deployment of a model to govern the relationship between business areas and IT in a large Brazilian financial organization. To undertake the case study of this deployment, the research firstly performed documental analyses of the process and then sent electronic surveys to a sample of managers in order to evaluate their perceptions of the model's impact in terms of the formalism of the organization's internal processes, strategic alignment between business areas and IT and levels of governance in the organization. The results revealed that managers perceived improvements in the quality of technological solutions, levels of IT governance, the understanding of IT area needs and business area demands, but they also stated that the negotiating process was more complex and there was no increase in their level of satisfaction with IT. These results of the study may contribute to the development of instruments for the evaluation of the impacts of the deployment of relationship models on important organizational aspects.
“…Em empresas como as de serviços financeiros, cujo principal produto é centrado na informação, a forma como essa informação é organizada, gerida e conduzida determina a essência da estratégia e a eficiência da TI (RODRIGUES; MACCARI; SIMÕES, 2009;PEARLSON;SAUNDERS, 2010).…”
Section: Estratégias De Tecnologia Da Informaçãounclassified
“…Assim, as empresas de serviços financeiros organizam seu processo de produção como qualquer outra empresa, decidindo quais produtos/serviços de TI serão produzidos e quais serão comprados externamente (RODRIGUES; MACCARI; SIMÕES, 2009;PEARLSON;SAUNDERS, 2010;CLARK;MONK, 2013).…”
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