Centralized versus decentralized computing: organizational considerations and management options
ACM Computing Surveys (CSUR)
Information assets, technology, and organization
Management Science
Strategies for Information Technology Governance
Strategies for Information Technology Governance
Generalizing Generalizability in Information Systems Research
Information Systems Research
IT Governance: How Top Performers Manage IT Decision Rights for Superior Results
IT Governance: How Top Performers Manage IT Decision Rights for Superior Results
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Complementarities Between Organizational IT Architecture and Governance Structure
Information Systems Research
Technology-as-text in the communicative constitution of organization
Information and Organization
From disruptions to struggles: Theorizing power in ERP implementation projects
Information and Organization
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The aim of this study is to contribute to the body of knowledge surrounding centralization and decentralization of IT within the field of IT Governance. This is achieved through a revelatory case study of an ideographic organization, seen from the perspective of Social Transformation Processes. The study finds that the discussion in regards to whether IT should be centralized or decentralized is misdirected and needs to take additional aspects into account. As the case illustrates, organizations that hold dual identities encompass both organizational states simultaneously, whereby intentional decentralization is coupled with an instinctive centralization. The study illustrates limitations in the distinction between centralized and decentralized IT, as well as opens up for future studies of the organization of IT utilizing the perspective of social transformation processes.