Crafting information technology governance

Information Systems Management

Volumn 21, Issue 4, 2004, Pages 7-22

  Peterson, Ryan ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

COMPUTATIONAL COMPLEXITY; DATA ACQUISITION; DECISION MAKING; ELECTRONIC COMMERCE; PROFESSIONAL ASPECTS; PROJECT MANAGEMENT;

ECONOMIC GROWTH; IT GOVERNANCE; IT SYSTEMS; STAKEHOLDERS;

INFORMATION TECHNOLOGY;

EID: 4644268774     PISSN: 10580530     EISSN: None     Source Type: Journal    
DOI: 10.1201/1078/44705.21.4.20040901/84183.2     Document Type: Article

References (38)

1. The research reported in this article is based on a research program directed toward understanding the context, processes, and outcomes of different models and mechanisms of IT governance in large (multi-divisional/-multinational) firms. Over the past six years, senior executives and managers from different functions in multiple companies have participated in this longitudinal study, which has used both qualitative and quantitative research methods for data collection and analysis.
2. The Johnson & Johnson case examples were compiled from http://www.jnj.com, Alter (2001), Peterson (2004), Scheier (2001), and Spiro (2003).
3. Previous studies have sought an answer to the “best way” of designing IT governance, recognizing that this “best way” is contingent upon internal and external factors, including organization size, business strategy, business governance structure, and the IT competence of business managers.
4. These IT governance capabilities were developed based on prior literature and the author's in-depth case studies, and then empirically validated in a field survey of 211 business and IT executives.
5. The ITGAP model was inspired by the neocontingency model of organization and management, such as found in Galbraith 1994, Galbraith and Lawler 1993, Kaplan and Norton 1996, and Nadler and Tushman 1998. The assessment model has been used with more than 50 large multi-division companies.
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