Abstract
Information technology (IT) Governance is relatively a new topic in Lebanon whereby executives and board directors institute the appropriate leadership, organizational structure and processes so that the enterprise’s IT sustains and extends the organisation’s strategies and objectives. It has a well-defined process and specific components that enable organizations to effectively attain competitive advantage. This research aims to assess how Lebanese top management deal with IT Governance by assessing the level of maturity of the implementation of the said concept, and sheds light on the drivers and barriers behind IT Governance implementation. The research adopts a deductive, quantitative and comparative approach where data is gathered from different organizations and then analyzed in order to formulate a general proposition on the said status of IT Governance. The chosen research technique is survey questionnaire and the research statistical tool is statistical package for social sciences (SPSS). Detailed results are depicted using descriptive analysis as well as inferential analysis. Inferential analysis includes crosstabs and regression analysis. All the analyses are used as basis for the findings and to formulate a general proposition regarding the variables upon which implementation of IT Governance depends on. The research is concluded with lessons learned and future research recommendations. Key words: Governance, IT, implementation, Lebanon.
Highlights
The National Computing Centre (2005) and Selig (2008) contend that the interest in Corporate Governance has been of greater significance nowadays, especially after the damage caused by a series of global events characterized by fraud, financial crisis, and institutional unethical behavior
Results show that according to the respondents, decentralized/informal organizational culture is the primary barrier to implanting Information technology (IT) Governance at their organizations (41.5%), followed by lack of participation of the necessary parties (36.2%), lack of adequate funding (33%), lack of fit with strategic objectives (31.9%), and insufficient coordination of governance structures/ processes (29.8%)
Results have shown that IT middle management represented by IT directors and IT managers are more knowledgeable about Control Objectives for Information and Related Technologies (COBIT), Information Technology Infrastructure Library (ITIL), ISO 17799, PM Book and Balanced Score Card approaches in comparison to employees and CXOs
Summary
The National Computing Centre (2005) and Selig (2008) contend that the interest in Corporate Governance has been of greater significance nowadays, especially after the damage caused by a series of global events characterized by fraud, financial crisis, and institutional unethical behavior. Many reasons support the aforementioned significance including organizational connectivity and networks with customers and suppliers, speed of response to stakeholders, automation of critical business processes, the fact that directors rely on information provided by IT systems for their decision making, and the role of IT in adding value to business strategy. Ernst and Young Global Limited (2016) supports the aforementioned claims, and through a survey to Chief Information Officers (CIOs), the company asserts that IT through artificial intelligence ―is a further source of savings. Ernst and Young Global Limited (2016) strongly believe that ―IT has contributed immensely to business success in the past decade but it‘s clear that management wants even more innovation, and that IT has to continue offering more than just operational support and help create competitive advantage‖ (Para, 24-26)
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