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Article
Publication date: 13 November 2017

H. Frank Cervone

The purpose of this article is to explore the relevance of information technology (IT) governance to informaticians. In most organizations, informatics is part of the IT

Abstract

Purpose

The purpose of this article is to explore the relevance of information technology (IT) governance to informaticians. In most organizations, informatics is part of the IT function. Therefore, an understanding of IT governance is of benefit to informaticians in their day-to-day work. In addition, while IT governance is not data governance, informaticians often are responsible for data governance efforts. Understanding the larger picture of IT governance can be useful to informaticians, as it provides a solid context and many models that can be used or adapted for data governance efforts.

Design/methodology/approach

This paper is a general review of IT governance based on industry best practice and the author’s experience.

Findings

IT governance is critical to success in IT as it helps ensure all stakeholders have a voice and appropriate decision-making rights in guiding the IT efforts across the organization. Implementing and maintaining an IT governance structure requires commitment from the organization at all levels and requires time and resources for management and implementation.

Originality/value

This paper provides an overview and introduction to IT governance concepts specifically for the informatics professional.

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Article
Publication date: 22 September 2021

Sylvia Veronica Siregar and Siti Nurwahyuningsih Harahap

The purpose of this study is to examine the effect of business uncertainty on the information technology (IT) governance of listed firms in Indonesia.

Abstract

Purpose

The purpose of this study is to examine the effect of business uncertainty on the information technology (IT) governance of listed firms in Indonesia.

Design/methodology/approach

The samples are listed firms in Indonesia Stock Exchange for the years 2015–2018. Total observations are 1,215 firm years. The authors used the random effect panel regression to test the hypotheses.

Findings

The authors find that business uncertainty has a significant positive association with IT governance, consistent with the prediction. Companies with higher business uncertainty are in higher demand for implementing IT governance.

Originality/value

The authors have not found previous studies that examine business uncertainty as to the determinant of IT governance. The authors also examined the IT governance in Indonesia, one of the emerging countries. Most previous studies on IT governance were conducted in developed countries, which results may not be generalized to emerging countries.

Details

Journal of Financial Reporting and Accounting, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1985-2517

Keywords

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Book part
Publication date: 6 November 2015

Chloé Vitry and Eduardo Chia

Actors of territories faced with new managerial innovations have to develop new knowledge and behaviours to seize these innovations and create a vision of the territory…

Abstract

Purpose

Actors of territories faced with new managerial innovations have to develop new knowledge and behaviours to seize these innovations and create a vision of the territory. This is part of what we call governance learning: the ability of individuals to create new knowledge and behaviour for collective action within the territory. The purpose of this chapter is to explore this concept.

Methodology/approach

Drawing from a case study of a periurban territory in France, we analyse how the board members of a Community of Communes can learn to work together, articulating organisational learning theories, actor-network theory and the concept of organisational myths.

Findings

We explore the enrolment process necessary to ‘build’ the network and interest them in using the innovation; identify three types of governance learning that turn the network into a collective: sensemaking, instrument-seizing and sensegiving; show how these myths are necessary to turn collective knowledge into organisational knowledge.

Research limitations/implications

With both a behavioural and evolutionary approach to governance, we show that power, relationships and learning processes are tightly intertwined within the governance networks. Our use of organisational learning theory also demonstrates how it can be used in a more systematic way to describe the learning processes witnessed in governance situations.

Originality/value

This research brings new light to the understanding of how territorial governance can be developed and how managerial innovations can provoke learning situations and more specifically how stakeholders learn to define common goals and a shared vision of their territory to enable collective action.

Details

Contingency, Behavioural and Evolutionary Perspectives on Public and Nonprofit Governance
Type: Book
ISBN: 978-1-78560-429-4

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Article
Publication date: 23 August 2020

Wikus Erasmus and Carl Marnewick

Success in the information systems (IS) project domain is elusive despite extensive research on the topic. Governance is seen as the greatest contributor to project…

Abstract

Purpose

Success in the information systems (IS) project domain is elusive despite extensive research on the topic. Governance is seen as the greatest contributor to project success. The purpose of this paper is to investigate and report on the current perceptions and implementation of information technology (IT) governance within IS portfolio management to develop a sub-framework to guide practitioners. This sub-framework forms part of a grand IS project, programme and portfolio governance framework of which this study forms a contributing part.

Design/methodology/approach

The researchers followed a mixed-methods approach through utilising Q-methodology and inverted factor analysis.

Findings

The results provided a sub-framework recommending specific IT governance practices to be applied to IS portfolios. The recommendations are categorised as activities to be maintained, enhanced and/or implemented.

Research limitations/implications

The research only had participants from South African organisations and as such cannot be reliably extrapolated to other regions.

Originality/value

The resultant sub-framework provides stakeholders and practitioners involved in IS portfolios an opportunity to examine their own approaches and be confronted with possibilities in their portfolio management activities. Further research to be conducted includes creating a grand framework to address the linkages between portfolio, programme and project management as it relates to IT governance on various strategic levels.

Details

International Journal of Managing Projects in Business, vol. 14 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

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Article
Publication date: 10 January 2020

Sabine Khalil and Maksim Belitski

This paper aims to investigate the role of dynamic capabilities in the Information Technology (IT) Governance view framework and explores the relationship between three…

Abstract

Purpose

This paper aims to investigate the role of dynamic capabilities in the Information Technology (IT) Governance view framework and explores the relationship between three domains of IT governance (Strategy, Management and Operations) and firm performance.

Design/methodology/approach

In this study, the authors used a mixed methods approach and using a survey instrument and its validation with interviews, to collect data from 134 successful European SMEs in the multi-country setting of Belgium, Bulgaria, Denmark, Spain and the UK.

Findings

The findings show that various IT governance mechanisms function as dynamic capabilities and are directly associated with firm performance. The impact of each mechanism is different.

Originality/value

This study highlights the relationship between IT governance acumens and organisational performance. It contributes to the field of IT Governance Framework in management, and the results may be generalisable to wider economies and different organisation types.

Details

European Business Review, vol. 32 no. 2
Type: Research Article
ISSN: 0955-534X

Keywords

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Article
Publication date: 7 May 2020

Stephen Keith McGrath and Stephen Jonathan Whitty

To determine if there is confusion in governance terminology amongst experienced management and project management practitioners.

Abstract

Purpose

To determine if there is confusion in governance terminology amongst experienced management and project management practitioners.

Design/methodology/approach

Practitioner interviews and subsequent analysis.

Findings

Significant differences in governance terminology were found. The participants had nevertheless arrived at similar operating arrangements for their committees, even though they came from different segments of different industries and did not agree on the definition of governance. It was possible to develop a list of working parameters for operation of these committees from their responses. The labelling of committees associated with governance as steering or decision-making was found to be problematic and various causes/motivations for the differing definitions of governance having arisen were detected. These ranged from altruism, through dogmatic belief in particular frameworks, to enhancing career prospects/ego.

Research limitations/implications

The sample came from organisations and industries in one state in one country. The need for review of governance terminology used in various project management practitioner reference documents and methodologies was identified.

Practical implications

Projects and business alike can potentially achieve improvements in efficiency and effectiveness through consistency of terminology and the clarity this brings to governance arrangements and committee operations.

Social implications

Creation of a unifying feature within the project and management literature, shifting the understanding of governance and its boundaries and limitations. This will help progress governance from complexity to simplicity, from an art to an understandable practice, from a concept that has been hijacked for partisan and political gain to a lean social tool which can be put to use for the benefit of organisations, whether public, charitable or private.

Originality/value

The value is clarity – resulting in the avoidance of confusion and misunderstanding together with their consequent waste of time, resources and money.

Details

International Journal of Managing Projects in Business, vol. 13 no. 5
Type: Research Article
ISSN: 1753-8378

Keywords

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Article
Publication date: 27 May 2014

Michele Rubino and Filippo Vitolla

The purpose of this paper is to illustrate how information technology (IT) governance supports the process of enterprise risk management (ERM). In particular, the paper…

Abstract

Purpose

The purpose of this paper is to illustrate how information technology (IT) governance supports the process of enterprise risk management (ERM). In particular, the paper illustrates how the Control Objectives for Information and related Technology (COBIT) framework helps a company reach its objectives by integrating and supporting the Enterprise Risk Management by the Committee of Sponsoring Organizations (COSO ERM) framework.

Design/methodology/approach

This paper explains how the integration between the two frameworks (COSO ERM and COBIT 5) can represent, for any organization, a good way to achieve the objectives of internal control and risk management and, more generally, corporate governance.

Findings

The paper identifies some gaps in the COSO ERM and illustrates how the COBIT framework facilitates the implementation of an adequate system of internal control.

Originality/value

The originality of the work presented here is in analyzing the COBIT 5 together with the COSO ERM framework. This paper highlights that is not enough to apply only an internal control framework for achieving the risk management and internal control system objectives. An IT governance framework, such as COBIT 5 is proposed as a tool that support risk management in order to develop an adequate system of internal control.

Details

Corporate Governance, vol. 14 no. 3
Type: Research Article
ISSN: 1472-0701

Keywords

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Article
Publication date: 7 September 2015

Stephen Keith McGrath and Stephen Jonathan Whitty

The purpose of this paper is to resolve and remove from the governance arena in general and the project arena in particular, conflict which occurs when parties do not…

Abstract

Purpose

The purpose of this paper is to resolve and remove from the governance arena in general and the project arena in particular, conflict which occurs when parties do not realise they have different meanings for common governance terms.

Design/methodology/approach

Review literature on definitional confusion in general and on governance in particular and develop a method for defining an internally consistent group of terms, then apply this to a group of terms in the governance arena.

Findings

Several important subjects commonly arranged under the governance banner do not actually constitute governance (strategy, behaviour, decision making).

Research limitations/implications

Further work is necessary to remove similar confusion in other closely related areas, including power itself and authority as well as project and general management terms such as responsibility and accountability.

Practical implications

Projects and business alike can potentially achieve significant improvements in efficiency and effectiveness through gaining consistency across current models, frameworks, policies and procedures thus reducing cross-boundary conflict.

Social implications

Creation of a unifying feature within the project and management literature, shifting the understanding of the boundaries and limitations of governance. These definitions will help progress governance from complexity to simplicity, from an art to an understandable practice, from a concept that has been hijacked for partisan and political gain to a lean social tool which can be put to use for the benefit of organisations, whether public, charitable or private.

Originality/value

The value is clarity – resulting in the avoidance of confusion and misunderstanding together with their consequent waste of time, resources and money.

Details

International Journal of Managing Projects in Business, vol. 8 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

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Article
Publication date: 12 March 2018

Mathew Nicho

The frequent and increasingly potent cyber-attacks because of lack of an optimal mix of technical as well as non-technical IT controls has led to increased adoption of…

Abstract

Purpose

The frequent and increasingly potent cyber-attacks because of lack of an optimal mix of technical as well as non-technical IT controls has led to increased adoption of security governance controls by organizations. The purpose of this paper, thus, is to construct and empirically validate an information security governance (ISG) process model through the plan–do–check–act (PDCA) cycle model of Deming.

Design/methodology/approach

This descriptive research using an interpretive paradigm follows a qualitative methodology using expert interviews of five respondents working in the ISG domain in United Arab Emirates (UAE) to validate the theoretical model.

Findings

The findings of this paper suggest the primacy of the PDCA Deming cycle for initiating ISG through a risk-based approach assisted by industry-wide best practices in ISG. Regarding selection of ISG frameworks, respondents preferred to have ISO 27K supported by NIST as the core framework with other relevant ISG frameworks/standards forming the peripheral layer. The implementation focus of the ISG model is on mapping ISO 27K/NIST IT controls relevant IT controls selected from ISG frameworks from a horizontal and vertical perspective. Respondents asserted the automation of measurement and control mechanism through automation to assist in the feedback loop of the PDCA cycle.

Originality/value

The validated model helps academics and practitioners gain insight into the methodology of the phased implementation of an information systems governance process through the PDCA model, as well as the positioning of ITG and ITG frameworks in ISG. Practitioners can glean valuable insights from the empirical section of the research where experts detail the success factors, the sequential steps and justification of these factors in the ISG implementation process.

Details

Information & Computer Security, vol. 26 no. 1
Type: Research Article
ISSN: 2056-4961

Keywords

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Article
Publication date: 2 August 2013

Nava Subramaniam, Jenny Stewart, Chew Ng and Art Shulman

– The purpose of this paper is to identify factors that affect corporate governance in Australian state government departments.

Abstract

Purpose

The purpose of this paper is to identify factors that affect corporate governance in Australian state government departments.

Design/methodology/approach

A qualitative analysis of semi-structured interviews with 65 executives and middle managers from 25 departments across Australia is used. The interviews identified managers ' perceptions of the structures and practices of governance in four nominated areas: strategic planning, auditing, risk management and capacity building. A social capital model is utilised to analyse the data along structural, relational and cognitive dimensions.

Findings

Aligned with the structural dimension, frequent departmental and leadership changes and the size and complexity of departments are reported as major barriers to good governance, while well-structured committees are perceived to strengthen governance. Aligned with the relational dimension, a culture of good working relationships between staff and strong leadership are recognised as critical for strong governance while, aligned with the cognitive dimension, a lack of shared understanding of risk, a short-term focus, and unclear individual roles and organisational goals are seen as barriers to effective governance.

Research limitations/implications

The evidence is based on perceptions of participants and may not reflect actual practices nor the perceptions of others.

Originality/value

A contribution of this study is the application of social capital theory to advance understanding of public sector governance. The study adds insights into the behavioural and organisational factors that encourage or impede effective governance based on the experiences of managers from key governance functions.

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