Abstract
How can we understand information technology (IT) governance projects that combine a mix of organizational and process change measures, as well as IT governance software implementations? With so many IT governance projects underway - of which quite a few are challenged - this question is gaining importance. This article presents and discusses a conceptual and operational research model combining research in change management, IT governance, and IT implementation success. This research model is used in two contrasting case studies of large-scale IT governance projects, one with a strong focus on IT to induce and sustain change, the other with a strong focus on organizational and process measures. The study analyzes and contrasts each case's success and presents a discussion of the underlying reasons, concluding with recommended next research steps.
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