Business strategy and applications in enterprise IT governance:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Hershey, Pa.
Business Science Reference
2012
|
| Schriftenreihe: | Premier reference source
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 311 S. graph. Darst. |
| ISBN: | 9781466617797 9781466617810 |
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| adam_text | Titel: Business strategy and applications in enterprise IT governance
Autor: Van Grembergen, Wim
Jahr: 2012
Detailed Table of Contents
Preface.................................................................................................................................................xiii
Chapter 1
A Research Journey into Enterprise Governance of IT, Business/IT Alignment and Value Creation
Wim Van Grembergen, Antwerp Management School, University of Antwerp, Belgium
Steven De Haes, Antwerp Management School, University of Antwerp, Belgium
Enterprise governance of IT is a relatively new concept in literature, and is gaining more interest in
the academic and practitioner s world. Enterprise governance of IT addresses the definition and imple-
mentation of processes, structures and relational mechanism that enable both business and IT people
to execute their responsibilities in support of business/IT alignment and the creation of value from IT-
enabled business investments. This article introduces important theories and practices around Enterprise
governance of IT based on joint research and practical experience of the authors (and editors-in-chief of
this journal) within the Information Technology Alignment and Governance (ITAG) Research Institute
(University of Antwerp Management School). The article is based on the authors 8-year journey into
Enterprise Governance of IT and aims to outline the core themes of interest of this new International
Journal on IT/Business Alignment and Governance. In this way, this introductory article paves the way
for many more research initiatives within this challenging research domain.
Chapter 2
Analysing the Impact of Enterprise Governance of IT Practices on Business Performance................14
Steven De Haes, Antwerp Management School, University of Antwerp, Belgium
Wim Van Grembergen, Antwerp Management School, University of Antwerp, Belgium
Enterprise governance of IT (EGIT) is about the definition and implementation of processes, structures
and relational mechanisms that enable both business and IT people to execute their responsibilities in
support of business/IT alignment and the creation of business value from IT-enabled business invest-
ments. In this field, practice-oriented guidance like COBIT and Val IT are often promoted as broad
frameworks to implement enterprise governance of IT, but very little academic research is available
that empirically supports the assumption that implementing EGIT practices, as defined by COBIT and
Val IT, improve business performance. This article explores the relationship between Enterprise Gover-
nance of IT practices and business performance, and finds little support to identify a direct link between
EGIT practices and business performance. However, clear empirical evidence is revealed demonstrating
that the implementation of EGIT practices impacts the achievement of specific IT goals, which in turn
impacts the achievement of specific business goals. A three-layered cascade is proposed to demonstrate
the impact of EGIT practices, through IT goals, on business performance.
Chapter 3
Linking the Strategic Importance of ICT with Investment in Business-ICT Alignment:
An Explorative Framework...................................................................................................................37
BjornCumps, VlerickLeuven Gent Management School and Katholieke Universiteit Leuven, Belgium
Stijn Viaene, VlerickLeuven Gent Management School and Katholieke Universiteit Leuven, Belgium
Guido Dedene, Katholieke Universiteit Leuven and University of Amsterdam Business School,
The Netherlands
In this article, we introduce a framework that can be used by organizations as a positioning instrument
to think of business-ICT alignment decisions in light of the strategic importance of ICT (Information
and Communication Technology) in their organization. We make a distinction between organizations
where ICT is of high strategic importance and those where ICT is of low strategic importance. Based
on this difference we argue that heavily investing in business-ICT alignment processes, structures and
roles (PSRs) will not necessarily always be beneficial when ICT is of low strategic importance to the
business. Furthermore, organizations that have a minimalist approach to the use of ICT do not neces-
sarily need to invest in business-ICT alignment PSRs. We explain the dynamics and possible migration
scenarios of our proposed framework after testing the statistical significance of the relationship between
the strategic importance of ICT and the investment in business-ICT alignment. We end this article with a
short empirical study which combines survey and case study results. Both the framework and framework
dynamics still need further empirical validation, preferably with longitudinal data. Therefore, we stress
and acknowledge that many of the discussions in this article are still explorative in nature. However,
this article illustrates the possibilities and the need for a more fine-grained approach to business-ICT
alignment.
Chapter 4
Structuring SOA Governance...............................................................................................................56
Michael Niemann, Technische Universiteit Darmstadt, Germany
Andre Miede, Technische Universitdt Darmstadt, Germany
Wolfgang Johannsen, Technische Universiteit Darmstadt, Germany
Nicolas Repp, Technische Universiteit Darmstadt, Germany
Ralf Steinmetz, Technische Universiteit Darmstadt, Germany
Companies IT Systems are confronted with constantly changing market conditions, new competitive
threats and a growing number of legal regulations. The service-oriented architecture (SOA) paradigm
provides a promising way to address these challenges at the level of a company s IT infrastructure.
These challenges, as well as the management of the newly introduced complexity and heterogeneity, are
targeted by SOA Governance approaches. In recent years, a number of concrete frameworks for SOA
Governance addressing these issues have been proposed. There is no holistic approach considering all
proposed elements, consolidating them in order to form a universally applicable model. In this contri-
bution, we motivate SOA Governance, investigate and compare different approaches, identify common
concepts, and derive a generic model for governance of Service-oriented Architectures.
Chapter 5
Professional Analysts and the Ongoing Construction of IT Governance.............................................74
Johan Magnusson, University of Gothenburg, Sweden
This article addresses the role of the professional analysts as actors within the field of IT Governance.
Through a content analysis of over 400 reports from the largest commercial research firm, instances of
normative statements are identified and analyzed. With the intended target group of the reports being
Chief Information Officers, the findings show that the content of IT Governance has changed during
the last three years. This is discussed in relation to the role that professional analysts play in an ongoing
construction of IT Governance. The article concludes by identifying possible risks and benefits involved
in using professional analysts as sources for best-practice, as well as calling for a more practice-based
definition of IT Governance.
Chapter 6
IT Governance: An Alignment Maturity Perspective...........................................................................87
Jerry Luftman, Stevens Institute of Technology, USA
Tal Ben-Zvi, Stevens Institute of Technology, USA
Rajeev Dwivedi, Stevens Institute of Technology, USA
Eduardo Henrique Rigoni, Universidade Federal do Rio Grande do Sul, Brazil
Aligning Information Technology (IT) and business has been a persistent and pervasive problem for over
three decades. Studies show that one of the essential components for organizations seeking to improve
their alignment maturity is IT Governance. This paper demonstrates the relationship between IT Gov-
ernance and business performance. The Strategic Alignment Maturity Assessment (SAM) framework is
applied as the foundation for relating IT Governance to company performance and to overall alignment
maturity. Based on this research model, IT strategic planning, IT budgeting, and IT reaction capacity
demonstrate strong contribution to the overall IT Governance maturity score. Furthermore, IT Governance
has a significant impact on company performance. Although these results underscore the importance
of IT Governance in alignment maturity, there is no silver bullet and the other five SAM components
(Communications, Value, Partnership, Technology Scope, and Skills) must also be addressed.
Chapter 7
Explorative Study on the Influence of National Cultures on Business/IT Alignment Maturity.........102
A.J.Gilbert Silvius, Utrecht University of Applied Sciences, The Netherlands
Steven De Haes, Antwerp Management School, University of Antwerp, Belgium
Wim Van Grembergen, Antwerp Management School, University of Antwerp, Belgium
A key success factor for a successful company in a dynamic environment is effective and efficient
information technology (IT) supporting business strategies and processes. Organizations that success-
fully align their business strategy and their IT strategy outperform their non-aligned peers (Chan et al.,
1997). In recent surveys IT executives consistently name IT to Business alignment their top-concern.
The alignment between business needs and IT capabilities is therefore still a prominent area of concern.
This paper aims to contribute to the understanding of the alignment challenge by exploring the impact
of (national) cultures on the maturity of business / IT alignment (BIA).The paper relies on Hofstede s
framework of cultural dimensions (Hofstede, 1980) to understand the concept of national culture. After
a brief introduction on BIA and Luftman s framework for measuring BIA maturity (Luftman, 2000), the
authors analyze the influence of Hofstede s cultural dimensions on the variables of BIA maturity. This
conceptual exercise is than tested in a small-scale empirical exploration by comparing BIA maturity
scores of Belgium and Dutch financial institutions. The results support a potential effect of national
cultures on BIA maturity, especially in governance maturity and skills maturity , but not all expected
results are confirmed.
Chapter 8
Prioritising and Linking Business Goals and IT Goals in the Financial Sector.................................123
Steven De Haes, Antwerp Management School, University of Antwerp, Belgium
Wim Van Grembergen, Antwerp Management School, University of Antwerp, Belgium
In today s complex and constantly changing business world, business/IT alignment is high on the agenda
of executive management. To achieve such alignment, it is important that an organization should have
a clearly established corporate mission and a well-defined support strategy and business goals. Fur-
thermore, the translation into and linkage with the company s IT strategy and goals must be carefully
planned. However, these requirements appear to be rather difficult to meet in reality, so that companies
must often look for additional practical guidance in identifying their principal business and IT goals, as
well as in determining how these should be geared to one another. Therefore, a series of research steps
has been designed for the purpose of providing pragmatic assistance in defining a cascade of business
goals and supporting IT goals. This paper presents the results of a Delphi study conducted in the fi-
nancial sector. It offers qualitative information on how to establish a firm set of business objectives, IT
goals and their interrelationships. In addition, it provides some recommendations on how to adapt and
fine-tune the proposed procedure with a view to either complementing the results or replicating them
for other sectors of industry.
Chapter 9
Aligning IT/IS with Business Strategy Re-Visited: A View from Complex Adaptive Systems.........145
Kevin Grant, Glasgow Caledonian University, UK
Ray Hackney, Brunei University, UK
David Edgar, Glasgow Caledonian University, UK
This paper explores the co-relational process activities of information technology and systems (IT/IS)
and business strategy alignment. The notion of process as being strategy and strategic alignment has
been observed but not examined. Organizations are both complex and adaptive, and these attributes create
significant challenges for managers when assessing strategic requirements. A need exists to further un-
derstand alignment as a process and embrace this concept when aligning business IT/IS with the strategic
goals of the organisation. This highlights an important distinction of process that recasts the nature of
congruence and reassesses the appropriateness and usefulness of current practice. The authors propose
the use of principles underpinning complex adaptive systems as a way to re-orientate IT/IS alignment
in a meaningful and more appropriate manner. The context for the study is the UK Health Service, and
informed by a case analysis of 26 senior members from a Scottish Health Board.
Chapter 10
The Viable Governance Model: A Theoretical Model for the Corporate Governance of IT..............164
Edward Lewis, University of New South Wales at Australian Defence Force Academy, Australia
Gary Millar, University of New South Wales at Australian Defence Force Academy, Australia
Empirical studies into the governance of Information Technology (IT) have advanced our understand-
ing of the mechanisms used to control the management of IT. However, there has been relatively little
research into the formulation of a theoretical model of IT governance that explains and organises the
growing collection of mechanisms into a coherent whole. To further advance the concept of the corporate
governance of IT, the Viable Governance Model (VGM) is proposed. The VGM is a theoretical model
of governance based on the laws and principles of cybernetics as embodied in Stafford Beer s Viable
System Model (VSM). The VGM is used to formulate a series of design propositions or principles that
may be used to guide the design and implementation of specific IT governance arrangements. The study
draws on empirical studies or professional standards to establish how these theoretical design proposi-
tions may be satisfied in practice.
Chapter 11
AConceptual Model for Aligning IT Valuation Methods...................................................................182
J. Gilbert Silvius, Utrecht University of Applied Sciences, The Netherlands
The relationship between IT and value is complex and often disputed. Researchers and practitioners
have created numerous models and valuation methods to capture this value. Although payoffs from IT
investment are a function of strategic alignment, most of these models do not address the alignment of
business and IT as a factor that influences or creates value. This paper explores the role of business and
IT alignment in the valuation methods of IT assets and investments. It focuses on the impacts resulting
from the use of IT assets, considering the function and nature of the impacts. It also explores the align-
ment of IT valuation and business strategy. The paper is concluded with the construction of a compre-
hensive selection model that provides guidance for aligning the IT valuation method with the specific
characteristics, impacts and organizational context of an IT asset or investment.
Chapter 12
Improving the Organizational Integration of IT Governance Tools: An Explorative Study...............202
Hauke Heier, Accenture, USA
Hans P. Borgman, Leiden University, The Netherlands
Why are many information technology (IT) governance software implementations challenged and what
are the critical success factors (CSFs) for the rollouts? This question has recently gained importance, as
IT governance is high on the corporate agenda and software tools have become available that promise
to enforce and streamline IT governance mechanisms. However, early research has shown some of the
difficulties surrounding the implementations of these applications. This article presents and discusses
several implementation case studies based on a comprehensive research framework, and concludes with
a discussion of implementation practices. Three major factors can overcome most common failure points:
careful project planning, top management support, and tight organizational integration.
Chapter 13
The Adoption of Open Source Desktop Software: A Qualitative Study of Belgian Organizations........218
Kris Ven, University of Antwerp, Belgium
Geert Van Kerckhoven, University of Antwerp, Belgium
Jan Verelst, University of Antwerp, Belgium
More organizations are currently migrating toward open source desktop software (OSDS). However, such
migration is complex. More insight into the process will assist decision makers in making a well-informed
decision on whether or not to migrate to OSDS and in building a strong business case to support this
decision. In this paper, the authors present the results of a qualitative study in seven Belgian organiza-
tions and report on why these organizations have adopted OSDS and how the migration was undertaken.
These cases represent challenging adoptions of OSDS. Results indicate that providing added value for
users can positively influence user perceptions. In addition, the authors found strong empirical support
for the guidelines with respect to the migration to OSDS that have been proposed in academic literature.
Chapter 14
A Research Journey into Maturing the Business Information Security
of Mid Market Organizations..............................................................................................................236
Yuri Bobbert, Antwerp Management School, University of Antwerp, Belgium
Hans Mulder, Antwerp Management School, University of Antwerp, Belgium
Most information security methodologies are aimed at large enterprise organizations with a top-down
structure, while relatively smaller organizations have insufficient knowledge to adopt this methodology.
Most of the frameworks used by enterprises focus on high-level policy-making and the overwhelm-
ing amount of controls might suffocate practitioners in smaller organizations. This article examines
the results of an exploratory study, performed in the Netherlands in Q1 Q2 of 2010. The study used
expert panel research followed by a survey. The research found essential interventions to easily and
effectively increase security maturity for mid market organizations. The research also found barriers
for not implementing these interventions by the midmarket. This paper provides a minimum core set of
practices for organizations. It shows that mid market organizations struggle with implementing relevant
interventions. This research contributes a new pragmatic approach to assist mid market organizations
practitioners with more guidance on how to effectively establish the desired state of security maturity.
Chapter 15
Detection of Strategies in IT Organizations through an Integrated IT Compliance Model................260
Antonio Folgueras Marcos, Carlos III University of Madrid, Spain
Jose Carlos Alva Tello, Carlos III University of Madrid, Spain
Belen Ruiz-Mezcua, Carlos III University of Madrid, Spain
Angel Garcia Crespo, Carlos III University of Madrid, Spain
In the past few years, many frameworks and standards have been developed to cover different aspects
of IT to provide best practices, such as COBIT, ITIL, CMMI, ISO/IEC 20000, ISO/IEC 38500 and ISO/
IEC 27000, and improve IT governance and IT service management in organizations. This research
presents how self-assessments for IT standards improve significantly the strategic and tactical evaluation
of IT requirements. Self-assessments measure the state of an organization in relation to experts recom-
mendations of a specific framework. As a result of the number and excellence of the current standards,
the authors propose a Compliance Model (MOPLACO) that uses, as a starting point, a combination
of self-assessments and standards to plan the early strategic and tactical stages of the IT departments.
Compilation of References...............................................................................................................280
About the Contributors....................................................................................................................307
Index...................................................................................................................................................309
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| publisher | Business Science Reference |
| record_format | marc |
| series2 | Premier reference source |
| spelling | Business strategy and applications in enterprise IT governance Wim van Grembergen ; Steven DeHaes Hershey, Pa. Business Science Reference 2012 XIV, 311 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Premier reference source Unternehmen (DE-588)4061963-1 gnd rswk-swf Corporate Governance (DE-588)4419850-4 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Informationstechnik (DE-588)4026926-7 gnd rswk-swf Informationstechnik Strategische Planung Corporate Governance (DE-588)4143413-4 Aufsatzsammlung gnd-content Unternehmen (DE-588)4061963-1 s Informationstechnik (DE-588)4026926-7 s Strategisches Management (DE-588)4124261-0 s Corporate Governance (DE-588)4419850-4 s b DE-604 Grembergen, Wim van 1947- Sonstige (DE-588)136478050 oth De Haes, Steven Sonstige oth Erscheint auch als Online-Ausgabe 978-1-466-61780-3 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027080661&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Business strategy and applications in enterprise IT governance Unternehmen (DE-588)4061963-1 gnd Corporate Governance (DE-588)4419850-4 gnd Strategisches Management (DE-588)4124261-0 gnd Informationstechnik (DE-588)4026926-7 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4419850-4 (DE-588)4124261-0 (DE-588)4026926-7 (DE-588)4143413-4 |
| title | Business strategy and applications in enterprise IT governance |
| title_auth | Business strategy and applications in enterprise IT governance |
| title_exact_search | Business strategy and applications in enterprise IT governance |
| title_full | Business strategy and applications in enterprise IT governance Wim van Grembergen ; Steven DeHaes |
| title_fullStr | Business strategy and applications in enterprise IT governance Wim van Grembergen ; Steven DeHaes |
| title_full_unstemmed | Business strategy and applications in enterprise IT governance Wim van Grembergen ; Steven DeHaes |
| title_short | Business strategy and applications in enterprise IT governance |
| title_sort | business strategy and applications in enterprise it governance |
| topic | Unternehmen (DE-588)4061963-1 gnd Corporate Governance (DE-588)4419850-4 gnd Strategisches Management (DE-588)4124261-0 gnd Informationstechnik (DE-588)4026926-7 gnd |
| topic_facet | Unternehmen Corporate Governance Strategisches Management Informationstechnik Aufsatzsammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027080661&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT grembergenwimvan businessstrategyandapplicationsinenterpriseitgovernance AT dehaessteven businessstrategyandapplicationsinenterpriseitgovernance |