Analyzing the Impact of Governance of Enterprise IT on Hospital Performance: Tehran's (Iran) Hospitals – A Case Study

Analyzing the Impact of Governance of Enterprise IT on Hospital Performance: Tehran's (Iran) Hospitals – A Case Study

Ali Otarkhani (Shahid Beheshti University, Department of Management and Accounting, Tehran, Iran), Sajad Shokouhyar (Shahid Beheshti University, Department of Management and Accounting, Tehran, Iran) and Sajad Salehi Pour (Shahid Beheshti University, Department of Information Technology Management, Tehran, Iran)
DOI: 10.4018/IJHISI.2017070101

Abstract

A gap exists in the extant literature on linking information technology governance vis-à-vis hospital performance. Specifically, this work offers insights to fill this gap by adopting the COBIT 5 framework and ISO 38500 standards in examining the relationship between IT governance principles and balanced scorecard (BSC) dimensions of hospital performance. The proposed study investigated the influence of IT governance on Tehran's hospitals' performance. Data were gathered and analyzed from fifty-three (53) questionnaires administered to Health Information Systems (HIS) professionals and IT managers. Results showed that all IT governance dimensions have a positive correlation with hospital performance and IT governance has a significant positive impact on Tehran's hospitals' performance.
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Literature Review

IT governance is the original but still popular term for Governance of Enterprise IT (GEIT) and Corporate Governance of IT (CGIT) (Harmer, 2014). In enterprises, IT governance should be the accountability of the board of directors under the leadership of the chairperson (S. De Haes, Van Grembergen, Wim, 2015). To date, numerous regulations and standards have been created to improve the quality of IT governance, for example, Sarbanes-Oxley Act, 8th EU Company Law Directive, OECD Principles of Corporate Governance, COSO Internal Control Integrated Framework, COBIT, ISO 38500 standard for corporate governance of IT and South Africa's King III.

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