Governance Structure for Alignment

Governance Structure for Alignment

Petter Gottschalk (Norwegian School of Management, Norway) and Hans Solli-Saether (Norwegian School of Management, Norway)
DOI: 10.4018/978-1-60566-648-8.ch008
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Abstract

Given the political nature of back-office integration, should cross-organizational back-office integration be seen as a command and control challenge or a process management challenge? This question was phrased by Bekkers (2007), who found that comparative case studies primarily have shown that integration is the outcome of a process, in which offices have been able to create a shared understanding about the necessity of integration and in which conflicting rationalities, with their own core values, internal logic and legitimacy, have to be weighted against each other. Bekkers (2007) argues that it is a goal-searching, incremental process, which should anticipate a changing political agenda in order to gain support. Understanding is reached through the ongoing recognition of the interdependencies among back-of- fices, and as a result of a focus on the content of the problem and not on jurisdictions and costs. Trust and political and legal pressure are the drivers that facilitate this process. Co-ordination in terms of governance has to consider a mix of conflict and co-operation.
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1. Governance Structure For Alignment

Given the political nature of back-office integration, should cross-organizational back-office integration be seen as a command and control challenge or a process management challenge? This question was phrased by Bekkers (2007), who found that comparative case studies primarily have shown that integration is the outcome of a process, in which offices have been able to create a shared understanding about the necessity of integration and in which conflicting rationalities, with their own core values, internal logic and legitimacy, have to be weighed against each other. Bekkers (2007) argues that it is a goal-searching, incremental process, which should anticipate a changing political agenda in order to gain support. Understanding is reached through the ongoing recognition of the interdependencies among back-offices, and as a result of a focus on the content of the problem and not on jurisdictions and costs. Trust and political and legal pressure are the drivers that facilitate this process. Co-ordination in terms of governance has to consider a mix of conflict and co-operation.

We start this chapter trying to answer what is IT governance. We take look at the broader issue of organizational governance and contracts in governance, and we list reasons why IT governance is important. Other topics covered are such as decision makers and decision rights, categories of decisions, stakeholders and distribution of decision rights.

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Table of Contents
Foreword
Terje Grimstad
Acknowledgment
Chapter 1
Petter Gottschalk, Hans Solli-Saether
Digital government, E-Government, and E-governance: all are terms that have become synonymous with the use of information and communications... Sample PDF
Electronic Government Interoperability
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Chapter 2
Petter Gottschalk, Hans Solli-Saether
To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts... Sample PDF
Value Configurations of Organizations
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Chapter 3
Petter Gottschalk, Hans Solli-Saether
The resource theory of organizations is an influential theoretical framework for understanding how efficiency and effectiveness within organizations... Sample PDF
Resource Theory of Organizations
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Chapter 4
Petter Gottschalk, Hans Solli-Saether
If a region or nation is to make the best use of its information assets and reduce duplication in gathering data, information sharing across the... Sample PDF
Information Resource Integration
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Chapter 5
Petter Gottschalk, Hans Solli-Saether
Improved interoperability between public organizations as well as between public and private organizations is of critical importance to make... Sample PDF
Stages of E-Government Interoperability
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Chapter 6
Petter Gottschalk, Hans Solli-Saether
Alignment is the adjustment of an object such as a system, a procedure or a process in relation with other objects so that they work better... Sample PDF
Frameworks for Aligned Development
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Chapter 7
Petter Gottschalk, Hans Solli-Saether
Developing a strategy for E-Government interoperability is taken to mean thinking strategically and planning for the effective long-term application... Sample PDF
Strategic Planning for Alignment
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Chapter 8
Petter Gottschalk, Hans Solli-Saether
Given the political nature of back-office integration, should cross-organizational back-office integration be seen as a command and control... Sample PDF
Governance Structure for Alignment
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Chapter 9
The Role of the CIO  (pages 190-216)
Petter Gottschalk, Hans Solli-Saether
The CIO can be defined as the highest-ranking IT executive who typically exhibits managerial roles requiring effective communication with top... Sample PDF
The Role of the CIO
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Chapter 10
Petter Gottschalk, Hans Solli-Saether
An investigation is an effective search for material to bring an offender to justice. Knowledge and skills are required to conduct an effective... Sample PDF
The Case of Police Investigations
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Chapter 11
Petter Gottschalk, Hans Solli-Saether
The most challenging of all interoperability issues seems to be related to organizational interoperability. While technical interoperability... Sample PDF
Levels of Organizational Interoperability
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Chapter 12
E-Government Dynamics  (pages 261-276)
Petter Gottschalk, Hans Solli-Saether
It was Sterman’s (2000) book entitled “Business Dynamics: Systems Thinking and Modeling for a Complex World” that introduced the term business... Sample PDF
E-Government Dynamics
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About the Authors