IT Governance and its Mechanisms
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ItemThe Role of Compliance Requirements in IT Governance Implementation: An Empirical Study Based on COBIT 2019( 2022-01-04)Rooted in the conformance perspective of IT governance, this paper sets out to research the role of compliance requirements in IT governance implementation, and to shed light on what aspects (i.e., processes) of IT governance are important under different levels of compliance requirements. Based on a large and diverse sample of organizations (N=2566), our results indicate that IT governance implementation level (over five different process domains) consistently goes up with increasing compliance requirements, and that these jumps in IT governance implementation levels are always statistically significant. Moreover, we identify the IT governance processes that are of primary importance for each level of compliance requirements.
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ItemMastering the Downward-Facing Dog: IT Flexibility and Business-IT Alignment( 2022-01-04)With a rising quest to leverage information technologies (IT) for attaining strategic objectives, enterprises require sufficient flexibility to cope with dynamic business environments. The flexibility of IT infrastructure is investigated in this study as a mechanism to induce more aligned business and IT activities in large organizations. To complement earlier findings of IT flexibility’s influence on alignment, this study operationalizes three models. Using standardized survey responses from 130 organizations from around the globe, structural equation modeling is applied. Investigating the impact of IT flexibility on alignment, we find a positive and meaningful effect of IT flexibility on alignment. Moreover, positive effects on several alignment practices are found. Although no moderating effect of cloud adoption rates is found, this study concluded with several meaningful implications to understand the strategic relevance of a flexible IT.
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ItemGovernance of Digital Transformation: A Review of the Literature( 2022-01-04)Digital transformation (DT) has attracted increased attention across academia and practice, with recent work contributing to an improved understanding of this phenomenon. However, we lack a comprehensive view of how DT should be governed – how do organizational structures, processes, and relational mechanisms around DT decisions influence an organization’s ability to achieve its goals? With DT the focus of governance extends beyond just the decision rights and accountabilities of the information technology (IT) unit. Rather than 'just' being an organizational unit, technology is now core to the organization and its operations. This increases the scope to an organizational level of governance; therefore, traditional IT governance mechanisms may not apply as well to DT. This study provides a review of how the DT literature discusses governance, and identifies areas for future research.
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ItemDT4GITM - A Vision for a Framework for Digital Twin enabled IT Governance( 2022-01-04)This paper is concerned with the question of how novel digital technologies can be used to enable IT governance to better deal with the need for more agility, flexibility, adaptivity, and connectivity, as brought about by our modern day society. We propose to digitally transform IT governance, in particular making it smart(er) by following a data-driven approach. In line with this, we present a vision for digitally transformed IT governance in the form of the DT4GITM (Digital Twin for Governed IT Management) framework, which exploits the Digital Twin concept as it is already used in other fields to monitor, analyze, simulate, and predict the performance of real-world assets. The purpose of the DT4GITM framework is to serve as a reference architecture for a technological infrastructure based on the Digital Twin concept that connects three interrelated systems -- the IT governance processes, the governed IT management processes, and the managed organizational IT assets.
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ItemBUILDING IT AMBIDEXTERITY IN PARADOXICAL TIMES: THE ROLE OF IT PROJECT AMBIDEXTERITY( 2022-01-04)IT ambidexterity, the ability to simultaneously explore and exploit IT resources, is becoming increasingly important because it influences the organizational agility and helps organizations deal with growing levels of paradoxical tensions. In response to the opportunities and threats in the digital world, firms implement IT projects that face decision paradoxes which confront aspects such as control and autonomy, stability and change, and short- and long-term view. Extant theories describe how certain IT components contribute to IT ambidexterity; however, the literature is silent on how effectively managing these paradoxes in IT projects influences IT ambidexterity. To address this gap, this paper proposes a new construct, IT project ambidexterity, the ability to ambidextrously deal with paradoxes in IT projects, evaluate its influence on IT ambidexterity with a sample of 132 Brazilian IT executives, and found a relevant effect of IT project ambidexterity on IT ambidexterity.
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