Ambidextrous IT Governance: The Art of Balancing Exploration and Exploitation in IT Governance

Through a case study at a global technology company, we investigate how organizations can adapt their IT governance approach to the information system at hand. This is done by considering the degree of information system integration and whether the system is related to supporting operational efficiency (exploitation) or innovation (exploration). Based on the findings of the case study, we introduce the concept of ambidextrous IT governance to describe how IT governance can be adapted to fit the dual needs of both exploration and exploitation through the use of IS

How has Agile Methods Inspired an Industrywide Project Management Initiative?

Increased complexity in projects has forced new project management initiatives. In software development several agile methods have emerged and methods such as Scrum are today highly implemented in practice. General project management practice has been inspired by agile software development. But in order to fully understand and to provide suggestions for future practice on how agility can be incorporated in general project management, this paper addresses how agile methods have inspired general project management practices. To answer the research question, the paper provides an analysis which compares ten characteristics of agile software development (identified in theory) and the general project management method developed by the Danish Project Half Double (PHD) initiative. The method consists of 10 leading stars (principles) and the impact, flow and leadership (IFL) method for rethinking project management. The analysis showed how general project management to a large degree has been conquered by agile methods

Motivational Factors For IT Compliance With A Mandated IS: The Case Of A University

Theory of IT adoption relies on the concept of users’ choice. However, a substantial part of IT implementations is aimed at mandating adoption where usage is compulsory and non-usage has consequences. In these cases, full IT compliance is strived for, but seldom achieved. Previous research suggests that different patterns and relations assert itself in mandated settings. Thus, the factors influencing IT adoption (and IT compliance) in mandated settings are not the same as in voluntary settings. The existing literature however fails in identifying the motivational factors for IT compliance with a mandated IS. So far the discussion has to a large degree been reduced to what works best: carrot or stick? In this paper we extend the current literature of IT adoption for cases of mandated use. We do so by drawing on a case study of a mandated IS in a public university. This paper provides an initial framework for mandated IS that includes three contextual factors and five motivational factors which, in this case study, affected the level of IT compliance with a mandated IS