Information systems implementation: testing a structural model
Information systems implementation: testing a structural model
Transformation of the IT function at British Petroleum
MIS Quarterly
Strategic Planning for Information Systems
Strategic Planning for Information Systems
Information Systems Management in Practice
Information Systems Management in Practice
Corporate Information Systems Management: Text and Cases
Corporate Information Systems Management: Text and Cases
Strategic Information Management: Challenges and Strategies in Managing Information Systems
Strategic Information Management: Challenges and Strategies in Managing Information Systems
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Organization Science
IT Governance and Sarbanes-Oxley: The Latest Sales Pitch or Real Challenges for the IT Function?
HICSS '05 Proceedings of the Proceedings of the 38th Annual Hawaii International Conference on System Sciences - Volume 08
International Journal of Business Information Systems
Comparative advantage model founded on enterprise architecture in Japanese firms
International Journal of Business Information Systems
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This article is motivated by the need felt by today's large globalised organisations to build up and maintain effective integration of processes across functional areas. Information Systems/Information Technology (IS/IT) corporate governance processes are among those that need to be integrated across functional areas. The aim of the article is to build a dynamic capability framework for research and practice of IS/IT corporate governance. The new framework was inspired by the notion of knowing-in-practice and is based on the formation of IS/IT-related competencies within communities of knowing formed by the various stakeholders intervening in the process of IS/IT corporate governance. A matrix formed by the key IS/IT governance stakeholders (top management, IS/IT management and senior line management), four IS/IT managerial processes (clarification, foundation, innovation and organisational change) and three external moderating roles (institutional stakeholders, suppliers of IS/IT products and services, and clients of the company) is put forward as the managerial framework, also suggested as a set of conceptual guidelines for future empirical validation.