Framing Information Technology Governance in the Public Sector: Opportunities and Challenges

2015 ◽  
Vol 11 (4) ◽  
pp. 89-101 ◽  
Author(s):  
Khalifa Al-Farsi ◽  
Ramzi EL Haddadeh
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Public Sector ◽  
It Governance ◽  
Decision Makers ◽  
The Public ◽  
Technology Governance ◽  
Support Organizations ◽  
Information Technology Governance ◽  
Decision Making Processes

Information technology governance is considered one of the innovative practices that can provide support for decision-makers. Interestingly, it has become increasingly a de facto for organizations in seeking to optimise their performance. In principle, information technology governance has emerged to support organizations in the integration of information technology (IT) infrastructures and the delivery of high-quality services. On the other hand, decision-making processes in public sector organisations can be multi-faceted and complex, and decision makers play an important role in implementing technology in the public sector. The aim of this paper is to shed some light on current opportunities and challenges that IT governance is experiencing in the context of public sector services. In this respect, this paper examines the factors influencing the decision-making process to fully appreciate IT governance. Furthermore, this study focuses on combining institutional and individual perspectives to explain how individuals can take decisions in response to institutional influences.

scholarly journals Tata Kelola Teknologi Informasi Pada Sektor Publik: Penyelarasan Teknologi Informasi Dengan Visi Kepemimpinan (Studi Kasus: Kota Salatiga dan Kabupaten Bengkayang)

2021 ◽  
Vol 8 (6) ◽  
pp. 1319
Author(s):  
Andeka Rocky Tanaamah ◽  
Agustinus Fritz Wijaya ◽  
Sarah Ayu Maylinda
Keyword(s):  
Information Technology ◽  
Good Governance ◽  
It Governance ◽  
Implementation Strategies ◽  
It Services ◽  
Adoption Of Technology ◽  
The Public ◽  
Technology Governance ◽  
Information Technology Governance ◽  
Private And Public

<p class="Abstrak">Tata kelola Teknologi Informasi (TI) dibutuhkan di suatu organisasi pada saat ini menjadi perhatian utama dalam mengembangkan layanan yang telah berbasis TI. Adanya kebutuhan untuk menghasilkan kualitas layanan TI yang kredibel dan transparan telah mendorong setiap organisasi baik sektor swasta maupun sektor publik. Beberapa penelitian menunjukkan bahwa 75% adopsi suatu teknologi sering berujung kegagalan. Persoalan utama yang menyebabkan kegagalan implementasi <em>Information Technology Governance</em> (ITG) terletak pada operasional TI. Penelitian ini bertujuan untuk: 1) mengidentifikasi faktor-faktor kepemimpinan yang menitikberatkan kepada TI berpengaruh dalam keberhasilan maupun kegagalan implementasi tata kelola TI; (2) Sejauh mana mana visi kepemimpinan dapat mendorong implementasi ITG pada Sektor Publik. Metode kualitatif digunakan untuk memecahkan masalah tersebut, lokasi penelitian ini berada di Kota Salatiga dan Kabupaten Bengkayang. Dalam penelitian ini ditemukan faktor-faktor yang berperan seperti: komitmen kepala daerah, kemampuan dalam menjabarkan visi dan misi, ketersediaan regulasi dan aturan, dukungan untuk mengimplementasikan TI, kemampuan dalam konsolidasi dan pengelolaan, penataan kelembagaan, dukungan dan alokasi anggaran, ketersediaan infrastruktur, sumber daya manusia, dan kemampuan dalam mengembangkan strategi implementasi. Oleh karena faktor tersebut, dukungan visi kepemimpinan dalam mengembangkan tata kelola pemerintahan dapat menjadi basis reformasi birokrasi.</p><p class="Abstrak"> </p><p class="Abstrak"><em><strong>Abstract</strong></em></p><p class="Abstract"><em>Information Technology (IT) governance is required in an organization is currently a major concern in developing IT-based services. The need to produce quality IT services that are credible and transparent has encouraged every organization, both private and public sectors. Several studies show that 75% of the adoption of technology often leads to failure. The main problem that causes the failure of the implementation of Information Technology Governance (ITG) lies in IT operations. This study aims to: 1) identify leadership factors that focus on IT that influence the success or failure of IT governance implementation; (2) The extent to which the leadership vision can encourage the implementation of ITG in the Public Sector. Qualitative methods are used to solve the problem, the location of this research is in Salatiga City and Bengkayang Regency. This study found factors that play a role such as the commitment of the regional head, the ability to describe the vision and mission, the availability of regulations and rules, support for implementing IT, the ability to consolidate and manage, institutional structuring, support, and budget allocation, availability of infrastructure, resources human resources, and the ability to develop implementation strategies. Because of these factors, the support for the vision of leadership in developing good governance can be the basis for bureaucratic reform.</em></p><p class="Abstrak"><em><strong><br /></strong></em></p>

scholarly journals Shepherd Or Servant: Centralization And Decentralization In Information Technology Governance

2015 ◽  
Vol 19 (2) ◽  
pp. 61 ◽  
Author(s):  
Roger Alan Pick
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
It Governance ◽  
Fundamental Question ◽  
Governance Mechanism ◽  
Technology Governance ◽  
Information Technology Governance ◽  
Centralization And Decentralization

Information Technology (IT) governance deals with how decision-making authority concerning IT is distributed across the firm. Based upon that distribution of authority, different behaviors and consequent decisions can be observed. A fundamental question is the degree of centralization and decentralization of that authority and the ability to standardize. Standardization often has benefits, but there can be negative repercussions if the standard does not take into account localized needs. The dominant governance mechanism has changed as technology and available tradeoffs have changed.

Trends in Information Technology Governance

2011 ◽  
pp. 3801-3806
Author(s):  
Ryan R. Peterson
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Present Status ◽  
New Technologies ◽  
It Governance ◽  
Technology Governance ◽  
Business Environments ◽  
Information Technology Governance ◽  
It Decision Making ◽  
Challenging Question

Information technology (IT) governance has been a perennial item on the corporate agenda of many organizations. Ever since IT proved to be more than an administrative tool, researchers and practitioners have pondered its governance. Defined as the locus of IT decision-making authority (Brown & Magill, 1994; Sambamurthy & Zmud, 1999), discussions concerning IT governance have flourished for more than four decades across research communities and boardrooms. Posed as a question of centralization during the 70s, IT governance drifted towards decentralization in the 80s, and the recentralization of IT decision-making was a 90s trend. Today, IT governance is experiencing yet another transformation, and persists as a complex and evolving phenomenon (Grembergen, 2003). As business environments continuously change and new technologies evolve rapidly, how to govern IT effectively remains an enduring and challenging question. This chapter discusses past developments and the present status quo of IT governance, and outlines several critical questions, which are pending future investigation.

Trends in Information Technology Governance

2005 ◽  
pp. 2865-2870
Author(s):  
Ryan R. Peterson
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
It Governance ◽  
Technology Governance ◽  
Research Communities ◽  
Information Technology Governance ◽  
It Decision Making

Information technology (IT) governance has been a perennial item on the corporate agenda of many organizations. Ever since IT proved to be more than an administrative tool, researchers and practitioners have pondered its governance. Defined as the locus of IT decision-making authority (Brown & Magill, 1994; Sambamurthy & Zmud, 1999), discussions concerning IT governance have flourished for more than four decades across research communities and boardrooms. Posed as a question of centralization during the 70s, IT governance drifted towards decentralization in the 80s, and the recentralization of IT decision-making was a 90s trend.

scholarly journals Analisis Information Technology Governance Pada PT. Pertamina (Persero)

2013 ◽  
Vol 5 (1) ◽  
pp. 52
Author(s):  
Sisilia Thya Safitri
Keyword(s):  
Information Technology ◽  
Corporate Governance ◽  
It Governance ◽  
Technology Governance ◽  
Information Technology Governance ◽  
Code Of Corporate Governance

Information Technology Governance (IT Governance) merupakan faktor penting bagi organisasi atau perusahaan dalam memanfaatkan teknologi informasi. Adanya IT Governance akan memberikan jaminan bahwa pemanfaatan teknologi informasi dapat sejalan dengan tujuan organisasi. PT. Pertamina (Persero) sebagai perusahaan minyak berskala nasional yang telah berkomitmen untuk memberikan kontribusi yang terbaik bagi perekonomian Indonesia telah melakukan transformasi perusahaan menjadi dua tema besar, yaitu fundamental dan bisnis. Untuk mendukung komitmen tersebut, maka diperlukan peran IT yang besar. Pada Code of Corporate Governance PT.Pertamina, dicantumkan mengenai pentingnya penerapan IT Governance dalam mendukung proses bisnis yang dilakukan PT. Pertamina.

scholarly journals PERFORMANCE MEASUREMENT OF INFORMATION TECHNOLOGY GOVERNANCE: A CASE STUDY

2016 ◽  
Vol 12 (2) ◽  
pp. 57 ◽  
Author(s):  
Johanes Fernandes Andry
Keyword(s):  
Information Technology ◽  
Performance Measurement ◽  
Business Processes ◽  
Standard Procedure ◽  
It Governance ◽  
Competitive Advantages ◽  
Technology Governance ◽  
Information Technology Governance ◽  
Freight Forwarder ◽  
Key Aspects

Established in 2001, XYZ Cargo is a Freight Forwarder Service Company specialized in the logistic transportation located in Jakarta. XYZ Cargo has broad experiences in both ocean freight and air freight service and has more than sixty agents of partnership around the world. XYZ Cargo has implemented Information Technology (IT) that covers all key aspects of business processes of the enterprise. It has an impact on the strategic and competitive advantages of its success. Many organizations have started implementing IT governance in order to achieve the collaboration between business and IT. The purpose of this research is to get an overview of performance measurement of the currently-running IT Governance with several aspects to consider such as effectiveness, efficiency, functional unit of information technology within an organization, data integrity, safeguarding assets, reliability, confidentiality, availability, and security. The analytical tool used in this research is the COBIT 5 standard procedure by ISACA. The result of IT Governance based on COBIT 5 in domain EDM, shows average values at the level of 2.0 until 2.7 (managed process) for EDM01, EDM02, EDM03 and 1.3 until 1.7 (performed process) for EDM04, EDM05.

Adoption of Information Technology Governance in the Electronics Manufacturing Sector in Malaysia

2011 ◽  
pp. 41-60 ◽  
Author(s):  
Wil Ly Teo ◽  
Khong Sin Tan
Keyword(s):  
Information Technology ◽  
Empirical Evidence ◽  
Manufacturing Sector ◽  
It Governance ◽  
Electronics Manufacturing ◽  
Empirical Results ◽  
Technology Governance ◽  
Information Technology Governance ◽  
The Right ◽  
Expected Outcomes

Past studies and surveys of top management in business and information technology (IT) have shown the importance of strong IT governance in delivering results to the business. This research investigates the extent to which empirical results from past studies is applicable to the electronics manufacturing sector in Malaysia. Empirical evidence from 33 organisations in this sector indicates that having the right decision owners making appropriate decision types lead to better IT governance performance. Organisations with growth as their primary goal demonstrate marginally higher IT governance performance, contrary to expected outcomes. The research also shows that awareness of industry IT governance frameworks is not related to IT governance performance. We conclude that adoption of IT governance is on track, though familiarity with technicalities of the available frameworks should be improved.

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