The Effect of Improving IT Standard in IT Governance

Park, Hang; Jung, Sang Won; Lee, Young-Joong; Jang, Ki Bok

doi:10.1109/cimca.2006.210

Cited by 9 publications

(9 citation statements)

References 2 publications

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“…None of the definitions reflect all of the elements of the framework, possibly indicating that authors do develop definitions to support their particular focus (Webb et al, 2006). The researchers identified several ITG definitions in many articles and books, with minor differences (Fasanghari et al, 2008;Grembergen and De Haes, 2008;Gerrard, 2010;Guney and Cresswell, 2010;Selig, 2008;Jacobson, 2009;Nabiollahi and Sahibuddin, 2008;Park et al, 2006;Simonsson and Ekstedt, 2006;Symons, 2005;Webb et al, 2006;Weill and Ross, 2004).…”

Section: Communications Of the Ibima6mentioning

confidence: 99%

“…However, ITG already developed into a discipline of its own rights (Simonsson and Ekstedt, 2006). Since ITG cannot exist in isolation but must be a sub-set of enterprise governance (Symons, 2005;Park et al, 2006) and is also commonly referred to as a sub-set of corporate governance (Lunardi et al, 2009) (Webb, 2006), it is concluded that ITG is the most specific and focused on the identified types of governance. In this paper, the focus will be on ITG.…”

Section: Communications Of the Ibima6mentioning

confidence: 99%

“…Organizational Culture Brown and Grant, 2005;Fink and Ploder, 2008;Gerrard, 2009;Jiandong andHongjun, 2010 Maidin andArshad, 2010;Symons, 2005;Weisinger and Trauth, 2003 Organizational Structure Adams, Larson and Xia, 2008;Aagesen, van Veenstra, Janssen and Krogstie, 2011;Cochran, 2010;De Haes and Grembergen, 2008;Bernroider, 2008;Gao, Chen and Fang, 2009;Lunardi, Becker and Macada, 2009;Park, Jung, Lee and Jang, 2006;Shpilberg, Berez, Puryear and Shah, 2007;Symons, 2005;Webb, Pollard andRidley, 2006 Size Brown andGrant, 2005;Cochran, 2010;De Haes and Grembergen, 2008;Jacobson, 2009;Lunardi, Becker andMacada, 2009 Industry Brown andGrant, 2005;De Haes and Grembergen, 2008;Gerrard, 2009;Jacobson, 2009;Jiandong and Hongjun, 2010;Simonsson, Lagerström and Johnson, 2008;Tanriverdi, 2006 Regional Differences Aagesen, van Veenstra, Janssen and Krogstie, 2011;Fink and Ploder, 2008;Bernroider, 2008;Shpilberg, Berez, Puryear and Shah, 2007;Weisinger andTrauth, 2003 Maturity ...…”

Section: Contingency Factors Literaturementioning

confidence: 99%

“…Strategy -How to accomplish strategic alignment between business and IT in the complex and dynamic environment of the real world remains a great unanswered challenge for the CIO and CEO (Ekstedt, et al, 2004;Silva, Plazaola and Ekstedt, 2006), therefore ITG should be dealt with as a business strategy (Park, Jung, Lee and Jang, 2006). Some research projects focus on how strategic alignment impacts business performance (Simonsson, Johnson and Ekstedt, 2008).…”

Section: Communications Of the Ibima8mentioning

confidence: 99%

“…Thus, IT has become a valuable asset and resource in contemporary business strategy literature (Dahlberg and Lahdelma, 2007;Gao, Chen and Fang, 2009;Jiandong and Hongjun, 2010). Many organizations have become totally reliant on IT for success and recognize that IT is becoming one of their main organizational assets (Gerrard, 2009;Park, Jung, Lee and Jang, 2006). Decisions about IT adoption, implementation and management are still complex, so many organizations are wasting a lot of money in bad IT acquisition (Lunardi, Becker and Macada, 2009).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

IT Governance Implementation: The Determinant Factors

Pereira¹,

Silva²

2012

CIBIMA

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In the last 20 years, the use of IT by organizations has increased and ITG discipline is today a major concern. ITG has been recognized as a CIO top-10 issue for more than five years and has risen in priority between 2007 and 2009. Best practices and frameworks have been proposed in order to help organizations in ITG implementation. However, such practices and frameworks argue that the application of their practices depends on each organization context, but they don't describe the different contexts and how the practices must be applied given the different contexts. Such fact calls for the identification and formalization of the determinant factors that can influence each ITG implementation which is not present in any framework. The researchers start the paper with a literature review to leverage such differentiator factors, herein called contingency factors, in order to provide a scientific viewpoint. Then, the researchers present the evaluation section with expert's interviews in order to provide practitioner viewpoint. The researchers finalize the research with main contribution and future work section.

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Section: Communications Of the Ibima6mentioning

confidence: 99%

Section: Communications Of the Ibima6mentioning

confidence: 99%

Section: Contingency Factors Literaturementioning

confidence: 99%

Section: Communications Of the Ibima8mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

IT Governance Implementation: The Determinant Factors

Pereira¹,

Silva²

2012

CIBIMA

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Applying IT governance balanced scorecard and importance-performance analysis for providing IT governance strategy in university

Jairak

Praneetpolgrang

2013

Information Management &Amp; Computer Security

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Purpose – The purpose of this paper is to identify the current situation and the future improvement for IT governance and controls in developing country like Thailand. Design/methodology/approach – Thai universities were selected and used as subjects for capturing the perception of IT executives on IT governance performance measures. In the first step, a global IT governance perspective was drawn from the literature review. In the second step, the important-performance analysis was applied to the metrics of IT governance balanced scorecard with collected survey data from 64 IT executives. Findings – From a global perspective, the critical points that need to be concerned before implementing IT governance have been illustrated. From a regional perspective, the paper generated the strategic IT governance guidance for Thai universities. Practical implications – This paper is beneficial for chief information officers, executive managers, IT managers, and academics. They will gain more knowledge and understanding about the mixed method of using metrics in IT governance balanced scorecard and importance-performance analysis in order to identify the current situation of IT governance and controls in their organizations. Additionally, the practical idea with this method can be applied to draw IT governance strategy in their contexts. Originality/value – This paper specifies the critical points and directions of IT governance for Thai universities. The analysis covers global and regional viewpoints. This paper also provides the method for applying IT governance balanced scorecard metrics and importance-performance analysis to contribute IT governance strategy.

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Towards an Integrated IT Governance and IT Management Framework

Pereira

Silva

2012

2012 IEEE 16th International Enterprise Distributed Object Computing Conference

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The Effect of Improving IT Standard in IT Governance

Cited by 9 publications

References 2 publications

IT Governance Implementation: The Determinant Factors

IT Governance Implementation: The Determinant Factors

Applying IT governance balanced scorecard and importance-performance analysis for providing IT governance strategy in university

Towards an Integrated IT Governance and IT Management Framework

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