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20140920 IT Governance in collaborative networks
Transcript of 20140920 IT Governance in collaborative networks
IT governance in a collaborative network context is
lacks of conceptual and theoretical specificity
. In such a case, this
research was exploratory
in nature and given the research questions, a
approach was adopted
How do collaborative networks establish effective IT governance?
What socio-technical factors are essential to the effectiveness of IT governance in a collaborative network? How do these factors influence IT governance structures, processes and relational mechanisms?
Collaborative network defined
For this paper, a collaborative network is defined as “
a collection of loosely connected or closely knit organizations that share resources
” to achieve strategic objectives (Arya and Lin, 2007)
Little research has investigated IT governance in practice within a collaborative network. Even though many organizations are moving into collaboration due to a competitive and turbulent business environment.
IT governance can be envisaged as a socio-technical system. The socio-technical approach asserts a joint optimization of social and technical systems can result in a positive impact on organizational performances.
However, there is little understanding as to what influences IT governance in a collaboration context.
IT Governance in collaborative networks
Governance is a crucial aspect of IT.
"It is needed to drive effective IT management processes that can position the organization to better exploit the business potential of IT.
" Willson and Pollard, 2009
Conf. Chong & Tan (2012)
IT Governance defined
In an inter-organizational context, IT governance is defined as "
an accountability framework whereby formal IT decision-making authority has been delegated to a focal organization which will structure the distribution of IT decision making rights and responsibilities among different stakeholders.
" (Chong and Tan, 2012)
IT Governance cnt'd
According to Weill (2004) strong governance involves “
systematically determining who makes each type of decision, who has input to a decision, and how these people (or groups) are held accountable for their role.
A hybrid governance structure would seem most appropriate.
Scoping document was inadequate to coordinate activities and operations. (roles and responsibilities)
Organizations had deployed both synchronous and asynchronous communication channels to facilitate the IT governance processes..
..but the failure to develop a communication structure to support the delivery of non-technical information had obstructed shared understanding.
Number of communication channels had no direct impact on the collaborative network IT governance.
Rather, it was how these synchronous and asynchronous channels were deployed to facilitate the processing of information so as to avoid information gaps.
It is crucial for a collaborative network to cultivate a relational organizational culture
The organizations shared a social goal and the organizations also shared an economical objective
The organizations had become less attitudinal committed when they realized the business model had not yet been developed.
This study has two limitations:
First, the social factors are rather one-sided perspective.
Second, as this case study was a single case study, it might entail a problem of generalization.
First, quantitative research to underpin earlier findings;
Second, development of a tool to analyze attitudinal commitment or lack thereof.