The continuing mismatch between IT governance maturity theory and practice: a new approach

Smits, Daniël; Hillegersberg, Jos van

doi:10.1016/j.procs.2018.10.075

Cited by 14 publications

(13 citation statements)

References 31 publications

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“…Failure in implementation is caused by a lack of awareness of all parties involved, especially from stakeholders. Awareness is soft IT Governance that is more focused on human behavior (Smits, 2018). Therefore, awareness is an important factor that has a major influence on the success in implementing IT Governance.…”

Section: Resultsmentioning

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: Resultsmentioning

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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“…There simply does not seem to be a common body of ITG knowledge or a widely used ITG framework. An analysis of the ITG literature reveals that six streams of thought can be distinguished [17]. Four ITG streams differ in scope: "IT Audit", "Decision making", "Part of corporate governance, conformance perspective", and "Part of corporate governance, performance perspective".…”

Section: Hard and Soft It Governancementioning

confidence: 99%

“…To be able to grow in maturity, organizations should pay attention to the hard and soft aspects of governance. Relational mechanisms can be seen as the social dimension [17] but are too limited to cover the broad range of topics from the social sciences which are relevant for ITG.…”

Section: Itg Maturitymentioning

confidence: 99%

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Evaluation of the usability of a new ITG instrument to measure hard and soft governance maturity

Smits

Hillegersberg

2022

IJISPM

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IT governance (ITG) has stayed a challenging matter for years. Research suggests the existence of a gap between theoretical frameworks and practice. Although current ITG research is largely focused on hard governance (structure, processes), soft governance (behavior, collaboration) is equally important and might be crucial to close the gap. The goal of this study is to evaluate the usability of a new ITG maturity instrument that covers hard and soft ITG in detail. We conducted ten case studies and evaluated the instrument positively on usability; but feedback also revealed that the assessment questions needed improvements. We demonstrate that combining the instrument with structured interviews results in an enhanced and usable instrument to determine an organization’s current level of hard and soft ITG. We conclude that this new instrument demonstrates a way to reduce the mismatch between ITG maturity theory and practice.

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“…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) …”

mentioning

confidence: 99%

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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The continuing mismatch between IT governance maturity theory and practice: a new approach

Cited by 14 publications

References 31 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

Evaluation of the usability of a new ITG instrument to measure hard and soft governance maturity

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

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