How Can Steering Committees Manage Change Through Dynamic Capabilities to Increase System Satisfaction?

Enterprise-wide system implementations require organizations to think differently about how they approach project-based IT governance. Companies typically use executive steering committees to govern IT projects; yet, problems with user satisfaction linger. While scholars and practitioners have some understanding of what make steering committees successful, we do not fully understand what capability levers are available. This study contributes to the limited research on how project-based IT governance can manage change to achieve higher satisfaction with system usage. We find that steering committees can be more effective by stacking business IS capability with powerful antecedents of innovative culture and capable champions. Second, we find that business IS competence mediates the effects of innovative culture and capable champions on system quality. Third, we take a step forward in developing a change model based on dynamic capability for IT governance. We suggest several implications for practice and theory of project-based IT governance

A Socio-Technical Model for Project-Based Executive IT Governance

Effectuating enterprise systems success through project-based, executive IT governance in the form of steering committees is a complex and multi-leveled challenge. Insight into the design of steering committees and what interrelated governance components are required is very limited. We propose a multi-leveled model to design effective steering committees. We develop this theoretical model and surmise that our project-based IT governance model offers more effective control. This proposition was developed using a sequential mixed-methods approach that combines qualitative and quantitative inquiry, and empirical research. We articulate a theoretical model informed by the punctuated socio-technical change model, which synthesizes the dynamic capabilities and other components that influence steering committee performance. We find steering committees can achieve implementation success by balancing dynamic capabilities, structure, processes, and objectives. Contrary to common expectations, we learn that balanced, dynamic and agile steering committees are more effective than those that follow stale, procedural or routine approaches

The Role of Boards in Reviewing Information Technology Governance (ITG) as Part of Organizational Control Environment Assessments

IT Governance (ITG) is an important topic as US companies must now monitor ITG under the provisions of the Sarbanes-Oxley Act (2002) (Hoffmann, 2003). Trites (2003) indicates that directors are responsible for strategic planning, internal control structures and business risk. The control environment is defined in Australian Auditing Standard AUS 402 to mean "the overall attitude, awareness and actions of management regarding internal control and its importance to the entity". This paper contributes to the knowledge of ITG by forming an integrated ITG Literature (IIL) which links prior research to four key dimensions of ITG. The paper presents a review of literature on ITG performance measurement systems which assess the ability of organizations to achieve these four ITG dimensions. A revised ITG Dimensions Model offered for consideration. The final contribution of the paper is to propose critical issues Boards should consider as part of their assessment of organizational control environments

KM governance:the mechanisms for guiding and controlling KM program

Purpose: To establish and sustain their KM programs organizations need to establish mechanisms to ensure their governance. KM programs require business integration, senior management involvement and decision making authority. The present research investigates the KM governance mechanisms organizations use to guide and control their KM programs. The research seeks to contribute to a better understanding of the governance of KM and to support organizations in the development of their KM programs. Methodology: The study employs multiple case research methodology to analyze the KM governance arrangements of twelve international organizations and identify patterns in their governance configurations. Findings: The analysis identifies a range of structural, process and relational mechanisms that are critical for governing an organizational KM program. Different patterns among the KM governance mechanisms are identified which lead to the development of generic KM governance typologies. Research implications: The development of the KM governance framework allows future research to systematically investigate the KM governance phenomenon. As the present study is based on a configurational analysis future research should particularly target the performance implications of different KM governance configurations. Practical implications: The research provides insights into the diversity of KM governance mechanisms and their impact on a KM program. The KM governance framework can assist managers in reviewing their present and prospective KM programs and thereby support benchmarking or re-organization efforts. Originality: Building on prior research that has focused on individual KM governance aspects, the present study adopts a comprehensive perspective integrating structural, process and relational governance mechanisms

Top managers & information systems: ‘Crossing the Rubicon’!

In reviewing the influence of information systems on today’s organisations, it becomes evident that top managers play a critical role in their inevitable success or failure. Yet, despite these systems strategic relevance many studies reveal a dichotomous relationship between ‘management’ and ‘information systems’, a relationship kept polarised by organisational myths resulting in the emergence of differing community perspectives. Such division is borne out in the increasingly high rates of information systems failure within practice. As strategic stewards of the organisation, top managers are noted to play a vital role in supporting information systems. Support is said to be a multifaceted concept requiring both thought and action. This paper in reviewing the information systems management literature attempts to unravel the mystery that has shrouded this topic over the past five decades. The journey seeks to provide top managers with a roadmap before Crossing the Rubicon to support the introduction of information systems

The Trustworthy Communication Environment for Secure Online Transfer of Medical Records

This paper proposes a framework for electronic medical record (EMR) system implementation. Currently, the medical industry is experiencing a rapid increase in computerization. The medical companies are trying to improve and streamline business processes, which is leading to organizational changes. More and more physicians communicate with their patients by means of a desktop, notebook or pocket PC. On the way to a paperless medical office IS/MIS organizations need to create trustworthy communication environments, in which all communications are through computers, not pens and paper. This research suggests a trustworthy framework of an EMR system, which provides a solution to the problems of secure on-line transmission of electronic signatures (e-signatures), attached to medical documents. The experimental model proposes a set of conceptual variables