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![Framework linking corporate and key assets governance, particularly IT governance (own elaboration from [6]).](publication/273742558/figure/fig1/AS:610325548236800@1522524358761/Framework-linking-corporate-and-key-assets-governance-particularly-IT-governance-own.png)
Framework linking corporate and key assets governance, particularly IT governance (own elaboration from [6]).
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In this paper, we are showing how Information Technology (IT) governance frameworks contribute to the implementation of the key principles of the good corporate governance, particularly, in the public sector. We demonstrate that there are numerous links, explicitly and implicitly expressed through a set of IT governance instruments, matching the pr...
Citations
... The future of information technology will be a mixed nature: on-premise and in the cloud, delivered by the internal IT department and by cloud service providers [56]. Cloud computing is characterized as a method of computational "outsourcing" to the cloud [69]. ...
This paper aims to examine the impact of both information technology governance (ITG) and data governance on information technology (IT) performance in the telecommunication industry. A questionnaire of 308 managers was collected from all telecommunication companies that are working in Egypt. Data were analyzed using smart partial least squares (PLS). The results showed that all the hypotheses of the study had been accepted. IT and data governance have a significant impact on both financial and non-financial performance. However, each of them has a different effect on the IT performance dimensions. The financial performance of IT department had been affected by IT governance more than data governance. Also, innovation and flexibility were the most affected by IT governance. On the other hand, data governance affected business processes and ethical compliance more than IT governance. The current study filled the gap on the literature in two ways. First, studying both IT governance and data governance as a critical factors affects financial and non-financial performance. Second, studying IT governance and data governance has become more important, especially in the telecommunication industry as it is a big challenge now to secure the data of the companies.
... It consolidates authority and regulates a nation's developmental prospects through the effective allocation of resources. To ensure this becomes realizable, the public sector must be characterized by the rule of law, good governance, and adherence to democratic principles (Juiz et al., 2014). When South Africa gained multiparty politics in 1994, there was jubilation and excitement as the previously disadvantaged black majority saw this as an opportunity for them to play a central role in the country's development. ...
The development of any country hinges significantly on the availability of good governance and a well-functioning public sector. In the post-apartheid era, South Africa had to ensure that the public sector responded to the needs of the people through effective and efficient service delivery. However, several governance and corruption-related issues engulfed the public sector right after apartheid, severely damaging its reputation in the eyes of the general public. This paper examines the governance and corruption dilemma in South Africa's public sector. It employs a narrative literature review and conceptualizes the origin and concept of good governance to answer the underlying question of this paper. The paper found that South Africa suffers from years of corruption, which has wasted billions of taxpayers' money through irregular expenditure. The lack of transparency and accountability within the governance process in the public sector has consolidated corruption and impunity. Consequently, the implication is that the government will struggle to address the triple bottom issues of poverty, inequality, and unemployment. In the future, this will affect South Africa's quest for inclusive socioeconomic development unless urgent policy interventions are implemented to address these challenges.
... The incentive for desirable behavior must be clearly defined to achieve effective governance [22]. Good behavior contributes to a more consistent and aligned relationship between business and IT [23], whereas poor human behavior can undermine the best ITG institutionalization process [8]. ...
... In this study, we propose that OC serves as a moderator that controls both the ITG and OCB concepts individually and in their relationships. Culture holds significant importance for organizations as it can influence OCB, a meaningful antecedent of individual behaviors and attitudes [22], and impacts the performance of ITG outcomes [29][30][31]. Following the results of the Systematic Literature Review (SLR) by Fernandes et al. (2022) [21], this study uses the Organizational Culture Assessment Instrument (OCAI). ...
Background: Organizations allocate substantial resources to Information Technology (IT) to ensure its long-term success. Hence, effective IT Governance (ITG) is crucial for business/IT alignment. However, factors like employee behavior and Organizational Culture (OC) play vital roles in applying ITG but remain underexplored. Objectives: This study aims to bridge this gap by examining the relationship between ITG and Organizational Citizenship Behavior (OCB). Additionally, it investigates the moderating effect of different cultures in the Organizational Culture Assessment Instrument (OCAI) on the ITG-OCB relationship. Methods/Analysis: A survey was conducted involving 513 employees from over 150 companies worldwide. The data were analyzed using partial least-squares structural equation modeling (PLS-SEM). Findings: This study confirms that institutionalizing ITG enhances OCB. Furthermore, a moderating effect was observed in most relationships, highlighting the influence of different OC types. Market and hierarchy cultures exhibited the most significant moderating effect. Novelty: This research contributes to the understanding of ITG's impact on employee behavior, extending the investigation to new dimensions of OCB and confirming the moderating role of OC. The practical implications of this study enable organizations to foster a culture that promotes ITG and cultivates employees' OCB, leading to improved business-IT alignment, enhanced IT-enabled value, and, ultimately, enhanced organizational effectiveness. Doi: 10.28991/ESJ-2023-07-05-010 Full Text: PDF
... The presented characteristics serve as a justification for the quality of the sample. The distribution of respondents' answers for each of the aspects of good governance and literary sources confirming their theses are given in Table. 1. the population (Juiz, Lera, 2014). However, for a number of non-obvious reasons, the effectiveness of project management often turns out to be lower than expected, in particular because of the difficulty in finding a balance between respect for the interests of different parties and legal norms (Flyvbjerg, 2014;Brunet, Aubry, 2016). ...
The concept and principles of good governance are recognized by many countries as a key condition for the effective implementation of large-scale projects, ensuring economic growth, and improving the welfare of the population. However, approaches to its implementation depend on many factors, primarily the cultural context of a particular country. In this article, using the example of the management of the construction sector in Malaysia, the perception of stakeholders of this concept and the practices of its application are analyzed. Of the considered components of this model, the respondents most often singled out the effective organization of managing complex processes and multi-level relationships between the components of the system, strict adherence to the rules, and transparency and conscientiousness in the performance of duties. This study shows where good governance information campaigns need to be improved to reach their full potential.
... Open data access resolves a part of the ethical problems in IT governance. (Juiz et al., 2014) Professors from France suggest that decision-making and RDI are not enough for good public governance. More, digital governance should involve networks more structured than current governmental systems. ...
Digital governance evolved considerably in the last decades, especially in the context of the 6G generation. Information Technology (IT) transformed humanity and the general paradigms of human beings. More, the Internet of Things (IoT) reframes the socio-economic environment. The paper analyses the specific context of digital governance from countries relevant to the mountain area belonging to the EU, MENA, and BRICS. The results revealed that the proposed hypothesis and indicators were validated. Digital governance offers the right way for leaders to focus on other responsibilities, rather than a decision-making network. The research proposes five new public and private governance indicators, especially for the IT dimension. The EU, MENA, and BRICS countries could follow standard IT governance models. Public and private governance becomes the strongest defense system against socioeconomic chaos and failure.
JEL codes: D73, G34, L86
... Regulators have imposed regulations on the timely transmission of financial and non-financial information to support decisions and ensure performance monitoring (Fung, 2014). In this sense, the IT governance framework consolidates the objectives of transparency and traceability, thus consolidating the corporate governance system (Juiz et al., 2014). ...
Talmaciu, M., Percic, S., Manolescu, I.T., (2023). The Boomerang Effect of Corporate Governance on Public Management – Realities from Romanian Academic Environment, in: Roman, C.T., Georgescu, M., Asandului, M., Sîrbu, A.C. (editors). Business Education for a Better World. Conference Proceedings of the XIIIth International Conference Globalization and Higher Education in Economics and Business Administration GEBA 2021, ISBN online: 978-606-714-742-1, Editura Universităţii „Alexandru Ioan Cuza” din Iași, 2023, pp. 349-369
https://www.feaa.uaic.ro/geba/2021/GEBA_Proceedings_2021.pdf
The study aims to illustrate how the principles of corporate governance can be adapted to
the university management system, based on a comparative analysis of the characteristics
of entities specific to the public and private sectors. Through an extensive documentation
and a content analysis, we highlighted, on the one hand, the main aspects regarding the
pillars of the regulatory system of the university environment, and, on the other hand, the
key elements of the university management that generated the criticisms of the society.
Moreover, it’s worth to mention that the university management could benefit from the
good practices of the corporate governance. The results of the analysis reveal differences
between the analysed universities, but at the same time they prove the existence of
improvements for all the analysed universities regarding the transparency, the orientation
towards the social partners and the operationalization of the codes of ethics.
Keywords: Corporate Governance principles; university management; institutional
social responsibility
... KPUD (Regional General Election Commission) as a regional public institution has an important role in regional head elections, legislative elections and presidential elections, so it is required to implement good governance in carrying out its duties. The demand for implementing Good Governance is in terms of the principles of good budget management (Hertati et al., 2019;Juiz et al., 2014). ...
Background: With the demand for good budget management, the role of the Cilegon City KPU (General Election Commission) budget manager requires competence in managing it, and requires an understanding of the duties, functions, and position of each budget manager official called as payment instrument official. Aim: This research aims to examine the implementation of budget management principles at the Cilegon City KPU, the constraints and the efforts to overcome the constraints. Methods: This research employed a descriptive qualitative method. The data were collected through interviews, observations and document reviews. Findings: The information on budget management was still limited and in the form of a written report. The budget implementation was not efficient because the realization of some activities was not in accordance with their objectives and did not state any priority to be accomplished. The budget setting procedures were still top-down and determined directly by the National Election Commission. Some changes in the budget and activities were not revised in the final report on election activities and the budget did not fully accommodate the needs of all polling stations (TPS). Some procurement of goods and services and other facilities did not have clear evidence of transactions and some of them were unrealistic and did not correspond to the market price. Not all stakeholders (Local Representatives, DPPKD, PPK, PPS and community leaders) were involved in the preparation, implementation and discussion on the electoral budget accountability report.
... The third most investigated theme was the ITG models. According to Juiz et al. (2014), the ITG models are intended to assist organisations in the process of implementing an ITG standard, and this can occur through the development of their own models, by the adoption of frameworks, or by the use of reference guides. From the analysis of this theme, the presence of articles on the development of ITG models for public governmental organisations was identified, as well as suggestions about the implementation of different governance structures for these organisations. ...
... The third most investigated theme was the ITG models. According to Juiz et al. (2014), the ITG models are intended to assist organisations in the process of implementing an ITG standard, and this can occur through the development of their own models, by the adoption of frameworks, or by the use of reference guides. From the analysis of this theme, the presence of articles on the development of ITG models for public governmental organisations was identified, as well as suggestions about the implementation of different governance structures for these organisations. ...
... However, the existing literature and standards do not provide sufficient guidance to practitioners yet, as the allocation of activities and responsibilities between the governing bodies and the IT management level allows for organizational inconsistencies in the implementation of the standard [15,16]. This is an important question to address as inconsistent concepts and implementation rules of IT governance [8] would leave participants with various dilemmas about the determination of "whom" is going to do "what", according to various contingency factors. ...
... Fernández and Llorens designed and validated an IT governance reference model for universities, known within the Spanish university system as GTI4U, used in several Erasmus+ KA2 projects [39]. The coordinator of these EU projects has also created his own governance framework, based on the ISO/IEC 38500 model, known as dFogIT [16], implementing it in the University of the Balearic Islands over three years, with positive results [40]. The COBIT framework is based on an extensive list of processes, making it too cumbersome to implement [38], even more so in developing countries. ...
... In order to construct the questionnaire, we reviewed the standardization documents derived from ISO/IEC 38500, especially the IT governance assessment proposals in ISO/IEC 38501, 38502, 38503 (final draft standard), and 38504 [13]. This review was also extended to the actual cases of deployment of ITG4U [49] based on the enabling processes in COBIT 5 (updated to COBIT 19), the actual case of dFogIT implementation and dFogIT practices [16], and the assessment standard proposal for data centers known as ISO/IEC 22564 [50], which connects with some IT governance activities. ...
Present standards guiding the corporate governance of information technology (IT) provide useful frameworks for organizations’ governing bodies to direct the effective use of information technology (IT) within their organizations. However, existing standards still fail to resolve the dilemma regarding the actual allocation of IT roles and responsibilities between governing bodies and IT management, while such an allocation represents a major challenge in many contemporary organizations. To advance on this issue, we explore IT managers’ interpretation of the allocation of IT roles and responsibilities to either the governing body or managerial levels in nine Ibero-American Higher Education Institutions (HEIs). We used the ISO/IEC 38500 and COBIT standards to define a unique set of 212 management and governance activities and responsibilities. We surveyed 30 IT managers in Higher Education Institutions from nine Ibero-American countries and identified the divergence in the allocation of IT Governance and Management tasks between respondents and expert judgments. Using regression analysis, we show that the degree of such divergence depends on organizational contingency factors such as the formalization of IT procedures, centralization, the complexity of the organization, and the size of IT departments. This is the first study in the literature conducting a thorough analysis of IT task allocation between the governing level and the management level. This study is also the first to identify four organizational factors influencing the divergence between respondents and expert opinion regarding this allocation. The findings and propositions presented in this paper have the potential to extend our understanding of the IT governance dilemma in other professional organizations similar to HEIs.
