Abstract
This study focuses on ICT governance in higher education in a developing country. The research employs an interpretive single case study to describe and understand ICT governance at a computer college in Libya. Our results reveal formal ICT governance leverages its general management structure and processes to make ICT decisions and fulfill the needs of college stakeholders. In addition, the structure supporting ICT decision-making at Beta College qualifies as “decentralized,” while the ICT archetype of “Federal” best describes its ICT governance arrangements. Surprisingly, our study reveals the hybridization of the role of the Dean through the integration of “entrepreneurial activities” amid his efforts to fulfill the ICT needs of the college in the context of severe budget constraints.
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