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The purpose of this paper is to propose the use of technology adoption model UTAUT as an adoption model of IT governance frameworks, specifically Information Technology and Infrastructure Library (ITIL). The aim is to help the decision maker to better map ITIL processes with business performance, to make a better decision on what processes to implement, and how to implement them.

The paper uses a literature review detailing critical success factors of ITIL implementation. The proposed model was then implemented by applying it to a case study of a company in the United Arab Emirates where the ITIL implementation project failed.

The proposed model gives ITIL the flexibility to work for a wide variety of industries and businesses, but it also introduces many challenges. One of the most apparent challenges is to map ITIL processes to the real world. As a result to analyzing the case study in light of the adoption model, a road map to successful implementation of ITIL is proposed.

This research is targeted more toward practitioners such as the IT experts; therefore further studies need be conducted to understand the views of the business in respect to the challenges and benefits of the ITIL implementation.

The paper proposed an adoption model for ITIL based on UTAUT which is evidently absent from the current literature. The research findings lead us to a proposal of a roadmap for ITIL implementing.

Information technology infrastructure library (ITIL) is a commonly utilized IT service management execution technique that helps IT services to be planned, designed, selected, operated and continuously improved. ITIL procedures are utilized to measure the efficiency of IT service management procedures and their association with the accelerated system development of cloud systems. The challenges faced in IT deployment and maintenance management significantly restrict cloud computing services' reliability. Therefore, this article aims to review a comprehensive study of the role of cloud computing on the ITIL processes.

Each enterprise strives to stay competitive in the market and offers the services its consumers are looking for, all in line with cost-effectiveness and client needs. The ITIL framework provides best practice guidance for IT service management that includes a collection of ample publications supplying detailed guidelines on the management of IT functions, processes, responsibilities and roles associated with IT service management. On the other hand, the way companies employ IT services with an effect on the role of enterprise infrastructure is altered by cloud computing. Hence, the investigation makes utilization of a systematic literature review (SLR) detailing crucial success factors of cloud computing execution in ITIL. The authors have recognized 35 valuable contributions, providing a comprehensive view of study in this field, of which 22 papers were found according to some filters that have been analyzed in this article. Selected articles are presented in two groups, including cloud service and cloud service providers.

Owing to the overall expense of execution and problems with combining the ITIL approach with the existing organizational IT strategic strategy, ITIL adoption has begun to wane over the last few years. An established methodology for ITIL deployment that will assure long-term success for those wanting to use private cloud procurement will be the most important inference that can be taken from this article. ITIL offers a perfect platform to execute and support cloud applications effectively. IT will prevent cloud sprawl and instability, reduce the likelihood of service interruption and optimize customer loyalty by merging humans, procedures and technologies into hybrid environments.

This survey is more aimed at specialists such as IT experts; so, further evaluations must also be carried out in order to understand the company's views on the risks and advantages of adopting ITIL. In addition, non-English articles are not discussed in this article.

The study outcomes would help suppliers of cloud computing services assess their service quality and ensure customer satisfaction with the quality of cloud computing services. The outcomes will also supply a reference for cloud infrastructure customers to assess and choose various kinds of cloud computing services.

An SLR with perspectives from ITIL professionals and business studies is the benefit of this report. By offering a more thorough framework that helps companies achieve efficiency, effectiveness and creativity in ITIL execution, this article would be useful for ITIL clients, decision-makers and developers.

The purpose of this paper is to provide reinforcement for ITIL V 2.0 implementation process through knowledge management principles embedded in enterprise management‐engineering framework (EMEF).

EMEF has been amended to include knowledge management (KM) activities that are imperative for a melioration of ITIL implementation. The framework of four domains has been documented in detail. Additionally, the three major amendments of structure, architecture, and context have been suggested for a configuration management database (CMDB) to comply with KM principles.

There are strong indications that implementing ITIL by following the system‐thinking approach may add and sustain competitive advantage. This may be achieved through the leveraging of knowledge, improvement of core competencies, and fostering a customer‐consciousness approach. The apprehension of knowledge continuum components, and the differentiation between knowledge types, are critical for fortifying the ITIL process path and supporting the decision‐making process throughout ITIL implementation. The four layers of the integrative management domain will significantly contribute to the tuning of operational misalignment between IT and business, and the betterment of the employee and processes effectiveness. The similarities found between ontology objects and CMDB configuration items will raise CMDB information to a higher level of conceptualization.

This paper will be valuable for ITIL customers, decision makers, and implementers by providing a more complete framework allowing organizations to attain effectiveness, efficiency and innovation throughout ITIL implementation.

Although an increasing number of organisations implement the Information Technology Infrastructure Library® (ITIL®) with the aim to improve provision of information technology services to their customers, a significant number of ITIL implementations do not achieve the expected outcomes. The organisational change strategies of organisations during ITIL implementation initiatives may have an effect on success, but empirical research on this topic is scarce. The paper aims to discuss these issues.

A multiple case study methodology comprising successful ITIL implementations in eight large Australian organisations is used. A socio-technical systems approach represented by Leavitt’s Diamond is adopted as a lens to shed light on the attributes of effective organisational change strategies for successful ITIL implementation.

This paper identifies organisational change strategies employed by organisations that have effected a successful ITIL implementation. The authors identified that the ITIL implementation required changes to the four components of the socio-technical work system (STS) identified in Leavitt’s Diamond. Changes to one STS component affected other STS components when implementing ITIL; and that effort applied to the STS components did not need to be equal, but appropriate to the requirements of the ITIL implementation and the organisation.

The sample size of eight ITIL implementation cases studied may limit the generalisation of findings.

This research provides IT service management researchers and ITIL practitioners, for the first time, information about organisational change strategies as applied to successful ITIL implementations.

This research has developed novel insights into organisational change strategies and ITIL implementation that had not previously been explored.

Although various practices to facilitate organizational change are proposed in the literature, very little is known about how these practices impact on ITIL adoptions. Therefore, the purpose of this study is to address this gap in the literature by offering insights on how change management practices impact on levels of ITIL compliance.

This exploratory research reports on four case studies of completed implementations of IT service management using the process – based ITILv2 framework. The firms studied are from the Peruvian financial sector. Data were gained primarily through semi‐structured in‐depth interviews with managers involved in the implementation process. Compliance was measured using the itSMF self assessment questionnaire, which assesses the overall process capability.

This study finds that not all of the case firms took full advantage of change management practices while implementing the ITIL framework. The results show that the firms with a higher use of change management practices achieved higher levels of ITIL compliance. Additionally, change practices related to change preparation were used more frequently and fewer practices related to the implementation and consolidation stages were reported.

Few studies have examined change management practices in the context of ITIL implementation projects. This study also uses the levels of ITIL compliance as an outcome measure.

The purpose of this paper is to provide an overview of the Information Technology Infrastructure Library (ITIL) framework and its relevance to digital library projects and operations.

This paper describes the ITIL framework.

The use of the ITIL has been pervasive in the corporate environment, particularly in the UK. With the release of version 3 of the library, the use of the library is expected to grow and expand into newer areas, such as digital library infrastructure management.

This paper fills a gap in the digital library management literature by exploring the applicability of the ITIL framework as a means for more effectively developing and delivering services in IT organizations that support digital libraries.

The purpose of this paper is to explore the practical issues regarding standards and the management of IT services delivered by external or outsourced service providers called managed service providers (MSPs).

Extensive review of published materials from academic and industry sources is carried out to discuss the managed services practice as well as IT standards applicable for managed services.

Implementation of international IT standards such as the ITIL framework for IT service management benefits both internal IT organizations and MSPs. Availability of a common standard for managing IT services makes the transition of IT service management from the client organization to an MSP or from an MSP to another MSP less painful and helps to reduce or eliminate service disruptions.

The ultimate objective of this paper is to offer MSPs as well as internal IT organizations a comprehensive discussion on the IT standards that are applicable for managed IT services.

It is believed that this paper will help both MSPs as well as the internal IT organizations to understand the importance of having a common standard for managing IT services.

An area of information technology (IT) in organizations is required to manage resources efficiently. For this, IT certifications are adopted by companies and sought by professionals. However, these have many requirements and to identify which are paramount to the performance of their activities and/or are much more important to IT managers is not a trivial task. The purpose of this study is to identify how the processes of the Information Technology Infrastructure Library (ITIL) v3 and Control Objectives for Information and Related Technology (CobiT) 5 certifications are analyzed by IT managers. Regarding the knowledge of professionals about the processes, which are more important, less important or indifferent in the manager’s view.

A survey is carried out with IT managers using questions elaborated according to the Kano model in which the processes of the analyzed certifications are related to classify according to the proposed model.

Of the 64 analyzed processes, 20 CobiT processes and 13 ITIL processes were classified as must-be requirements. Another 17 CobiT processes and 9 ITIL processes were classified as one-dimensional and 5 ITIL processes are present in more than one relationship with CobiT processes and, depending on the relationship, they were classified as must-be or one-dimensional requirements.

It is concluded that this study contributes in the discussion of the importance of the ITIL and CobiT implementations and analyzes the relevance of ITIL and CobiT certification processes in the view of IT managers, providing useful information for the professionals in terms of prioritization of the processes expected by the managers.

The use of capability maturity model integration (CMMI) on its own can be problematic for the organisation because it does not provide a roadmap to implementation or identification of key process improvement areas, but instead only provides the goals for each level of implementation. Addition of another framework such as control objectives for information and related technology (CoBIT) can add the required operational data, but poses some unique challenges for implementation. However, the integration of Information Technology Infrastructure Library (ITIL), CoBIT, and ISO/IEC 22007 provides a roadmap to the integration of CMMI and CoBIT. The purpose of this paper is to discuss this co‐implementation and integration of the two frameworks, as well as the underlying framework of a new proposed integration model.

A literature review approach is used to address issues that have evolved from the empirical literature regarding the integration of CMMI and ITIL with other standards and determining whether this approach can be applied to the integration of CMMI and CoBIT as well. This literature review also provides insight into roadblocks to the implementation and structural improvements for CMMI.

The literature review demonstrated that the integration of CMMI and CoBIT could potentially be performed using the same techniques used in integrating ITIL and CoBIT, which provides a valuable guideline for further research into this area. However, further work will be required in order to determine the specifics of integration.

The paper adds to the existing literature by discussing the integration of CMMI and CoBIT and examining how these two frameworks can work together in order to create the basis for a new integration model.

This chapter presents an analysis illustrating the evolution of information systems’ development based on three interdependent phases. In the first period, information systems were mainly considered as a strictly technical discipline. Information technology (IT) was used to automate manual processes; each application was treated as a separate entity with the overall objective of leveraging IT to increase productivity and efficiency, primarily in an organizational context. Secondly, the introduction of networking capabilities and personal computers (instead of fictitious terminals) has laid the foundations for a new and broader use of information technologies while paving the way for a transition from technology to its actual use. During the second phase, typical applications were intended to support professional work, while many systems became highly integrated. The most significant change introduced during the third era was the World Wide Web, which transcended the boundaries of the Internet and the conventional limits of IT use. Since then, applications have become an integral part of business strategies while creating new opportunities for alliances and collaborations. Across organizational and national boundaries, this step saw a transformation of IT in the background. These new ready-to-use applications are designed to help end-users in their daily activities. The end-user experience has become an essential design factor.