Governance Knowledge

Governance Knowledge

Petter Gottschalk (Norwegian School of Management, Norway)
Copyright: © 2007 |Pages: 39
DOI: 10.4018/978-1-59904-060-8.ch008
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Abstract

In many organizations, information technology has become crucial in the support, the sustainability and the growth of the business. This pervasive use of technology has created a critical dependency on IT that calls for a specific focus on IT governance. IT governance consists of the leadership and organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategy and objectives (Grembergen et al., 2004). IT governance matters because it influences the benefits received from IT investments. Through a combination of practices (such as redesigning business processes and well-designed governance mechanisms) and appropriately matched IT investments, top-performing enterprises generate superior returns on their IT investments (Weill, 2004). IT governance can be defined as specifying decision rights and accountability framework to encourage desirable behavior in the use of IT (Weill & Ross, 2004). This is the definition we will use here. Other definitions are for example: (i) IT governance is the structures and processes that ensure that IT supports the organization’s mission. The purpose is to align IT with the enterprise, maximize the benefits of IT, use IT resources responsibly and manage IT risks, (ii) A structure of relationships and processes to direct and control the enterprise in order to achieve the enterprise’s goals by adding value while balancing risk versus return over IT and its processes, (iii) IT governance is the responsibility of the board of directors and executive management. It is an integral part of enterprise governance and consists of the leadership and organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategies and objectives, and (iv) IT governance is the system by which an organization’s IT portfolio is directed and controlled. IT Governance describes (a) the distribution of decision-making rights and responsibilities among different stakeholders in the organization, and (b) the rules and procedures for making and monitoring decisions on strategic IT concerns (Peterson, 2004a). IT governance has attracted substantial attention in recent years (e.g., Chin et al., 2004; Grembergen & Haes, 2004a, 2004b; McManus, 2004; Meyer, 2004; O’Donnell, 2004; Peterson, 2004a, 2004b; Rau, 2004; Read, 2004, Robbins, 2004; Trites, 2004; Weill & Ross, 2004, 2005). Here we will discuss IT governance in terms of resource mobilization, allocation of decision rights as well as strategic alignment.

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Table of Contents
Foreword
Geoff Dean
Preface
Petter Gottschalk
Chapter 1
Petter Gottschalk
To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts... Sample PDF
Value Shop Configuration
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Chapter 2
Knowledge Management  (pages 10-26)
Petter Gottschalk
Knowledge is an important organizational resource. Unlike other inert organizational resources, the application of existing knowledge has the... Sample PDF
Knowledge Management
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Chapter 3
Petter Gottschalk
As we trace the evolution of computing technologies in business, we can observe their changing level of organizational impact. The first level of... Sample PDF
Knowledge Management Systems
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Chapter 4
Petter Gottschalk
Knowledge management systems refer to a class of information systems applied to manage organizational knowledge. These systems are IT applications... Sample PDF
Knowledge Technologies Stages
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Chapter 5
E-Business Knowledge  (pages 70-112)
Petter Gottschalk
This chapter documents some of the links between e-business and knowledge management systems that might be explored in future empirical research.... Sample PDF
E-Business Knowledge
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Chapter 6
Outsourcing Knowledge  (pages 113-191)
Petter Gottschalk
With changing business environments, the locus of value creation is no longer within the boundaries of a single firm, but occurs instead at the... Sample PDF
Outsourcing Knowledge
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Chapter 7
Insourcing Knowledge  (pages 192-215)
Petter Gottschalk
The term outsourcing can be studied further by using the opposite term of insourcing. Hirschheim and Lacity (2000) define insourcing as the practice... Sample PDF
Insourcing Knowledge
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Chapter 8
Governance Knowledge  (pages 216-254)
Petter Gottschalk
In many organizations, information technology has become crucial in the support, the sustainability and the growth of the business. This pervasive... Sample PDF
Governance Knowledge
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Chapter 9
Petter Gottschalk
Governments have become increasingly focused upon the setting of targets in efforts to improve the efficacy of police performance. However... Sample PDF
Police Investigation Knowledge
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Chapter 10
Law Firm Knowledge  (pages 288-318)
Petter Gottschalk
A law firm can be understood as a social community specializing in the speed and efficiency in the creation and transfer of legal knowledge... Sample PDF
Law Firm Knowledge
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