IT Governance and its Mechanisms
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Item Explaining the Motivational Drivers in Technology Adoption: Triggers & Consequences(2025-01-07) Gulzar, Maryam; Smolander, KariOrganizations adopt technological innovations to improve efficiency, gain productivity, and generate competitive advantage. Innovative technologies have evolved information technology (IT) infrastructure in recent decades. This paper determines the influence of motivational drivers in technology adoption decisions of organizations. The grounded theory method is used by collecting data through semi-structured questionnaires from 21 practitioners who participated in the interviews from 13 Finnish organizations. In this paper, we present organization-based findings that identify 6 origins of motivational drivers (triggers) by discussing associations between them and their positive & negative effects (consequences) on technology adoption. Our findings help practitioners in decision-making regarding technology adoption by highlighting the rationales and their causes within the organizational context.Item Guidance for Formulating an AI Strategy: A Taxonomy for Organizational Strategic Perspectives Towards AI(2025-01-07) Kučević, Emir; Brandes, Jonas JakobThe transformative force of artificial intelligence in the business landscape drives organizations through disruptive changes while offering huge potential. However, many organizations struggle to integrate AI effectively to enable a substantial impact, of ten due to the absence of a holistic integration and clearly defined AI strategy. Therefore, we applied an iterative taxonomy development process within the Design Science Research paradigm based on a systematic literature review, expert interviews with eleven organizations, and a real-life use case analysis within five industries. The taxonomy offers a comprehensive overview and classification for a strategic perspective and supports formulating an AI strategy by classifying the relevant aspects. We defined seven meta-dimensions: value activities, strategy and management, enablement, impact measurement and investment, technological infrastructure, people and competencies, and ethics and regulation. Further, it provides practitioners with a tool that serves as a starting point for promoting the integration of AI, supporting better AI adoption.Item Stuck in the Middle: A Case Study of Getting Caught between an Old and New Commercial-off-the-shelf System(2025-01-07) Rannisto, Sonja; Penttinen, Esko; Rinta-Kahila, TapaniWhen replacing their information systems, organizations sometimes find themselves caught between old and new systems upon failing to withdraw the entrenched ones fully. The paper presents a case study of an organization that failed to discontinue its legacy business-intelligence system after having deployed a new one. The findings spotlight crucial conditions unique to settings of commercial off-the-shelf systems, such as lack of control over external systems.Item Bridging IT Competence and Digital Orientation: Exploring the Influence of IT Management and Board IT Competencies on Firm Performance through Digital Orientation(2025-01-07) Jewer, Jennifer; Mckay, Kenneth N.A digital orientation (DO) is a crucial aspect of firms' response to the rapidly changing digital landscape. It signifies a firm’s commitment and readiness to adopt digital technologies. However, there are significant gaps in our understanding of the drivers and outcomes of DO. This paper aims to address these gaps by investigating two key questions: how do IT management and board IT competencies influence DO, and what is the subsequent impact of DO on firm performance? Grounded in the resource-based view, our study is based on survey data from 75 board directors. Our findings suggest that IT management and an IT-competent board can shape a firm’s DO, but the link to firm performance is yet to be established and requires further investigation. This research contributes to the existing literature on the drivers and outcomes of DO and provides practical implications for practitioners seeking to enhance their firm's DO.Item The Operationalization of Strategic Alignment: Driving IT Value through Business-IT Dialogues(2025-01-07) Riedinger, Constanze; Zimmermann, Stephan; Rentrop, Christopher; Felden, CarstenInformation technology (IT) as a strategic asset urges organizations to establish strategic alignment between business and IT stakeholders to maximize the contribution of IT. Yet, they still struggle to effectively communicate the strategic perspective and the business value of IT. In three organizational settings, we conduct action design research to effectively communicate IT business value. We develop a structured end-to-end process with four steps: initialization, stakeholder identification, strategic dialogues, and consolidation & analysis. We derive eight design principles to design and implement this business-IT dialogue format that strengthens mutual understanding and strategic perspective. Hence, this paper provides guidance for organizations to establish strategic conversations between business and IT stakeholders and advances research on operationalizing business-IT alignment.Item Introduction to the Minitrack on IT Governance and its Mechanisms(2025-01-07) De Haes, Steven; Huygh, Tim; Joshi, Anant