IT Governance Practices in the Gulf Cooperation Council Region

IT Governance Practices in the Gulf Cooperation Council Region

Suadad Muammar, Mathew Nicho
Copyright: © 2019 |Pages: 23
DOI: 10.4018/IJITPM.2019100106
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Abstract

The adoption of IT governance (ITG) frameworks in organizations worldwide, along with the subsequent need to comply with regulations and standards, has placed ITG implementation decisions firmly with the boards and executives of organizations. With diverse board and executive level cultures evident in various parts of the world, the adoption of ITG frameworks depends on the ITG practices followed in each cultural context. Through an online survey, this study thus examines the existing ITG practices through the structures, processes and relational mechanisms (SPR) practices model, followed by senior management in the GCC region. In this respect, this study evaluates effective baseline ITG practices at the board and executive levels and suggests ITG structures, processes, and relational mechanisms that ITG consultants in the Gulf Co-operation Council region can follow for effective ITG implementation.
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2. It Governance Practices (Overview)

IT governance practices differ ranging from board-level decision making to IT control implementation. IT governance capabilities describe the lateral structures, processes, and relational abilities that direct and coordinate the multifaceted activities associated with the planning, organization, and control of IT (Peterson, 2004). Since high-level decision making is one of the five IT governance domains (Weill & Ross, 2005a), managerial abilities play an important organizational role in coordinating IT-related activities, organization, and IT controls (Orozco, Tarhini, & Tarhini, 2015). Hence, effective IT governance is crucial for any organization to achieve its corporate goals (Lunardi, Maçada, Becker, & Van Grembergen, 2016).

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