DOCSLIB.ORG

Technology Governance in a Time of Crisis Covid‑19 Related Decision Support Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Technology Governance in a Time of Crisis Covid‑19 Related Decision Support Contents TECHNOLOGY GOVERNANCE IN A TIME OF CRISIS COVID‑19 RELATED DECISION SUPPORT CONTENTS 1 FOREWORD 2 INTRODUCTION 5 BACKGROUND AND PERSPECTIVES UNDERSTANDING THE CHARACTERISTICS 19 OF TECHNOLOGIES 37 DEFINING A GOVERNANCE MODEL APPENDIX 1: POSTCOVIDATA 65 IMPACT STUDY APPENDIX 2: COMPARISON TABLE 79 OF 11 INITIATIVES 83 APPENDIX 3: PIA STUDY REPORTS 142 BIBLIOGRAPHY 144 CONTRIBUTORS 146 OUR PARTNERS This report does not constitute legal advice and is provided for information purposes only. FOREWORD In our collective psyche, epidemics are one of the evils that threaten our existence. The COVID‑19 crisis has shown, vividly and abruptly, that an epidemic can also disrupt society and paralyze the world economy. In this challenging situation for public policy‑makers and business leaders, technology is clearly a valuable asset, both for combating the pandemic and for reopening society in the medium term. The roles played by IT‑based responses also raise ethical questions. In keeping with its mission, at the request of its part‑ ners, the Human Technology Foundation undertook this study to determine how, in the current context, technology can still be used to benefit humanity. The study was led by a steering committee chaired by Jean‑Louis Davet, Chief Executive Officer of Denos Health Management. The work was carried out according to the Foundation’s signature method, bringing together international, multidisciplinary experts, namely specialists in the target technologies, lawyers and ethicists, supported by the teams in our Paris and Montréal offices. We collaborated with researchers from the Intern‑ 1 ational Observatory on the Societal Impact of AI and Digital Technology (OBVIA) and instructors/researchers from several universities located in Montréal, Lille, Sherbrooke and Namur. Also taking part were member lawyers of ITechLaw and staff from partner companies such as Samsung and EY. The study was supported by institutions such as the Chambre de la sécurité financière du Québec and the Mutualité Française. I would like to thank the thirty or so experts who rose to the occasion and contributed their skills, parti‑ cularly the members of the steering committee and coordinating team. Beyond the current crisis, we hope that the method developed and set out in this report will be of use in selecting and governing IT‑based responses to this new situation, which is likely to remain with us for some time. We hope you find our report rewarding. Eric Salobir Executive Committee Chair Human Technology Foundation INTRODUCTION NEVER BEFORE HAS A PANDEMIC SPREAD ACROSS A WORLD SO ABUNDANT IN TECHNOLOGIES AND DATA. WHILE NOT ENABLING ALL COUNTRIES TO SUFFICIENTLY ANTICIPATE THE IMPACT OF COVID‑19 FROM ITS ONSET, THE POWER OF DIGITAL TECHNOLOGY HAS BEEN LEVERAGED UNIVERSALLY TO ACCELERATE SCIENTIFIC RESEARCH, LIMIT THE SPREAD OF THE EPIDEMIC AND NOW FACILITATE THE REOPENING OF BUSINESSES. However, use of this significant power can also approach aims to provide them with the means for present its own risks and raise concerns that may analyzing and deciding on the use of technologies even slow the adoption of proposed solutions. Often to safely exit the crisis and accelerate a healthy caught up in a tangle of constraints or contra‑ return to normalcy. This report can be read on two dictory orders, public and private decision‑makers levels: the first addresses decision‑makers across are faced with choosing between the lesser of all types of organizations and governance bodies, two evils. In particular, the effectiveness of health and the second is more specifically geared to measures, safeguards for individual liberties, dig­ businesses. ital sovereignty, social inclusion and widespread adoption of the proposed measures are the issues Developed during the COVID­19 crisis, the pro­ at stake. posed method in fact heralds a more general 2 approach (which will be the subject of future work) Citizens are questioning politicians on the social for implementing algorithmic and personal data impacts of the health and IT‑based systems they are processing, whose adoption and proper use involve considering. Businesses are turning to the authorities fundamental ethical considerations. for concrete recommendations to follow and guide‑ lines defining their responsibilities. Employees are This approach can be naturally extended to other challenging their employers about how real their areas of healthcare, where the crisis has catalyzed commitments are to social responsibility and work‑ underlying existing trends, paving the way for in‑ place safety. Governments are calling on various creasingly digital and data‑intensive health services. intermediary bodies that can facilitate adoption of Even more broadly, this method could be adapted the measures they recommend, without actually to make ethics an enabler and not a constraint imposing them. And businesses are also trying to for developing digital services whose sensitive assess the ways and means available to promote nature requires a contextualized approach in our the buy‑in for protective solutions among their democratic societies. employees. Customers are challenging the right of a store owner to oblige them to take a particular Our proposed methodological approach consists action to enter the store, or even to benefit from of several stages: special conditions. So many different situations! So many ethical beliefs and values tossed around by all • Setting up an appropriate governance body, and sundry, on either side of the fence. In the end, which brings together all stakeholders and steers they are all dilemmas and constraints for those who the project from design stage through completion have to decide on or manage the implementation of (return to “normal” health conditions), and has IT‑based health protection measures. technical, ethical and legal expertise. This report and its proposed methodology are • Building a single frame of reference. Often‑ primarily addressed to such decision­makers. This used analogies to familiar situations (plague, war, terrorism, mass surveillance, etc.), conjure • The second part provides an overview of the main up images and mould our perceptions of the technologies available with regard to health, situation. Some biases cause decision‑makers technical and societal issues. Particular attention to prefer certain solutions while others trigger is paid to the most impactful issues, such as the rejection or opposition from those the solutions nature of the data collected, how the data are are intended for. Clearly, the choice of mindset is processed and stored (centralized/decentralized/ key. Among other things, it helps build a shared hybrid), the security aspects related to the tech‑ vision of the issues at stake. nology used, etc. This part also aims to make the IT­based aspect understandable for decision­ • Clear identification of needs (tracing individuals makers from outside the industry. carrying the virus, studying community behaviour, monitoring compliance with health measures, • The third part sets out in detail the methodology 3 controlling access to private spaces, etc.), taking and accompanying tools. It presents the multi‑ into account the overall health system in which an factor impact matrix we developed and how it is IT‑based solution is to be used. used. The matrix is presented in its entirety in the appendix. The method has been fully applied to • In‑depth analysis of available technologies and a selection of responses illustrating the diversity the technical, safety, ethical and legal issues of anti­COVID­19 IT­based solutions developed related to deploying them. around the world. Eleven solutions were analyzed in depth by an international team of experts in • Based on the foregoing, a decision­making pro­ technology, health, ethics and law. The results and cess should be rolled out using a multifactor lessons learned from this work are highlighted matrix that involves all project stakeholders. The in the different sections of the report and inform considerations incorporated in this process will our recommendations. Appendices include a make it possible to identify risks and understand comparative table of these 11 responses, as well as how to mitigate them, pave the way for broad summaries of the analyses carried out on each. adoption of the chosen measures, and determine the governance conditions and how they should Jean­Louis Davet evolve over time. President, DENOS Health Management Senior Advisor Human Technology Foundation This report is made up of three main parts: • The first part focuses on the anthropological, social and ethical aspects related to the IT‑based responses for exiting the health crisis. In particular, it discusses the different mindsets, principles and values conducive to achieving the crucial shared frame of reference mentioned above. CHAPTER 1 BACKGROUND AND PERSPECTIVES Decision­makers, public and private, institutional and business alike, now find themselves facing a flood of opinions that raise issues of ethics around the IT‑based health crisis solutions they are weighing. However, against the complexity of a pandemic, accepting every argument that claims ethical legitimacy would result in paralysis. So it is essential to clarify which legal and ethical principles to favour. The social acceptability of a technology does not depend solely on its accessibility, effectiveness, explainability and easy applicability for a wide audience, or on the related technical, legal and ethical precautions. Our level of acceptability also
Load more

Recommended publications
  • Global Technology Governance a Multistakeholder Approach
    White Paper Global Technology Governance A Multistakeholder Approach In collaboration with Thunderbird School of Global Management and Arizona State University October 2019 World Economic Forum 91-93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 Email: [email protected] www.weforum.org This white paper has been published by the World Economic Forum as a contribution to a project, © 2019 World Economic Forum. All rights insight area or interaction. The findings, interpretations and conclusions expressed herein are a re- reserved. No part of this publication may be sult of a collaborative process facilitated and endorsed by the World Economic Forum, but whose reproduced or transmitted in any form or by any results do not necessarily represent the views of the World Economic Forum, nor the entirety of its means, including photocopying and recording, or Members, Partners or other stakeholders. by any information storage and retrieval system. Contents Executive summary 4 Introduction 5 Part 1: What is governance and why is it necessary? 6 1.1 Definitions 7 1.2 Technology governance frameworks 8 1.3 The dynamics of emerging technology governance 10 An overview of agile governance 11 Part 2: Sketching the technology governance landscape 12 2.1 An overview of global technology governance in 2019 12 How do research scientists experience the governance of emerging technologies? 14 2.2 Priority cross-cutting issues in technology governance 14 2.2.1 Delivering privacy and security while enabling
    [Show full text]
  • IT Governance Capability Level at Indonesia Higher Education: a Systematic Literature Review
    INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 8, ISSUE 10, OCTOBER 2019 ISSN 2277-8616 IT Governance Capability Level at Indonesia Higher Education: A Systematic Literature Review Natalia Limantara, Raymond Kosala, Benny Ranti, Suhono Harso Supangkat Abstract— Information Systems has an important role in supporting business processes that run in an institution. To ensure the implementation of information systems in line with institutional objectives, the information system must be managed properly by implementing IT Governance. Educational institutions also have an interest in this matter. To be able to compete with other educational institutions and ensure the quality of the three pillars of education (teaching, research, and community service) can run well, IT management in educational institutions must use the principles of IT Governance. The extent to which universities in Indonesia have implemented IT governance will be discussed in this article. Using a systematic literature review method, the author will discuss how the level of maturity of IT Governance from six universities in Indonesia. From these results will be obtained suggestions for the implementation of IT Governance that can be applied in universities in Indonesia. Index Terms— COBIT 5, Higher Education, Indonesia, IT Governance, Capability Level ———————————————————— 1 INTRODUCTION well. The three most widely used frameworks are COBIT, INFORMATION systems have an important role in ITIL, and ISO. supporting business processes that run within an institution. The purpose of this article is to find out how IT governance Information systems can help institutions to achieve their is applied in educational institutions in Indonesia. By studying vision, mission, and goals. Good governance of information the literature previously written, the author will look at how systems is the key to supporting this achievement.
    [Show full text]
  • The Future of AI Governance
    GLOBAL SOLUTIONS JOURNAL ∙ ISSUE 5 THE FUTURE OF MULTILATERALISM: GLOBAL GOVERNANCE IN A CHANGING WORLD with respect for ethical and democratic requires governments to redefine strat- The future of values, which is transparent, safe and ac- egies based on the use of new technolo- countable. Nevertheless, few governments gies and to develop adequate governance worldwide have launched comprehensive structures. This paper seeks to contribute AI governance plans to promote the use and development to the discussion by outlining the state of of AI, setting national guidelines for its fu- AI as a subject of regulation, presenting ture. Those that have set an outline for AI new questions for the debate about how The G20’s role and the challenge of moving tend to focus their roadmap on principles to move beyond principles, and exploring rather than on concrete goals (Dutton, the role the G20 could have in facing this beyond principles 2018; Akerkar, 2019). No two governance challenge. strategies for digital technologies are the same, and differences between G20 coun- REGULATORY PATHS: AI AS A SUBJECT tries are already surfacing. They vary in OF PUBLIC POLICY The authors: THE CHALLENGE terms of the approach taken, the degree As more automated decision systems are The transition to a digital age has already of institutional development and the link being used by public agencies, experts and Julia Pomares begun and is moving fast. Artificial intelli- with the corporate sector. But there are policymakers worldwide are beginning to Executive Director, gence (AI) is bringing about new challenges cross-cutting issues to be addressed, such debate when and where automated deci- CIPPEC and putting pressure on public institutions as the interoperability of systems, privacy sion systems are appropriate (Reisman, to change.
    [Show full text]
  • Global Technology Governance a Multistakeholder Approach
    White Paper Global Technology Governance A Multistakeholder Approach In collaboration with Thunderbird School of Global Management and Arizona State University October 2019 World Economic Forum 91-93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 Email: [email protected] www.weforum.org This white paper has been published by the World Economic Forum as a contribution to a project, © 2019 World Economic Forum. All rights insight area or interaction. The findings, interpretations and conclusions expressed herein are a re- reserved. No part of this publication may be sult of a collaborative process facilitated and endorsed by the World Economic Forum, but whose reproduced or transmitted in any form or by any results do not necessarily represent the views of the World Economic Forum, nor the entirety of its means, including photocopying and recording, or Members, Partners or other stakeholders. by any information storage and retrieval system. Contents Executive summary 4 Introduction 5 Part 1: What is governance and why is it necessary? 6 1.1 Definitions 7 1.2 Technology governance frameworks 8 1.3 The dynamics of emerging technology governance 10 An overview of agile governance 11 Part 2: Sketching the technology governance landscape 12 2.1 An overview of global technology governance in 2019 12 How do research scientists experience the governance of emerging technologies? 14 2.2 Priority cross-cutting issues in technology governance 14 2.2.1 Delivering privacy and security while enabling
    [Show full text]
  • Information Technology Governance
    Office of Inspector General Information Technology Governance Report #C-1415-010 August 2016 Executive Summary In response to a request by Department of Education (department) management, the Office of Inspector General (OIG) conducted a consulting engagement of the department’s information technology (IT) governance program. The purpose of this engagement was to review the department’s IT governance program and make recommendations for improvement. During the review, we noted that the department should continue to strengthen its IT governance plan. For example, the department should ensure that policies are cohesive and are subject to a unified framework. Scope, Objectives, and Methodology The objective of the engagement was to review the department’s processes and procedures to determine if the department has adequate IT governance policies. The scope of the engagement included policies, procedures, and processes in place through the end of engagement fieldwork. To accomplish our objectives we reviewed applicable laws, rules and regulations; interviewed appropriate department staff; reviewed policies and procedures; and reviewed standards and best practices. Background IT governance is defined as the processes that ensure the effective and efficient use of IT in enabling an organization to achieve its goals.1 The purpose of IT governance is to align IT strategy with department strategy and ensure that the department is successfully implementing its strategies and achieving its goals.2 The OIG conducted a department IT Application Development and Procurement Audit in 2011. The audit noted that the department did not follow a documented project management methodology and the overall effectiveness of project governance needed to improve. The OIG conducted a follow up on the corrective actions resulting from the audit for 34 months.
    [Show full text]
  • Information Technology Governance: the Role of Organi- Zational Culture and Structure
    INFORMATION TECHNOLOGY GOVERNANCE: THE ROLE OF ORGANI- ZATIONAL CULTURE AND STRUCTURE Parisa Aasi Information Technology Governance: The Role of Organi- zational Culture and Structure Parisa Aasi ©Parisa Aasi, Stockholm University 2018 ISBN print 978-91-7797-211-2 ISBN PDF 978-91-7797-212-9 ISSN 1101-8526 Printed in Sweden by Universitetsservice US-AB, Stockholm 2018 Distributor: Department of Computer and Systems Sciences (DSV) Dedicated to the lights of my life, my beloved parents, Professor Mostafa Assi and Hamideh Mahrouyan.... To my friend forever and sister, Pardis... And to my love, Navid... Abstract Information Technology Governance (ITG) is among the most important challenges for the managers today. IT is not anymore just a supportive tool but also a strategic driver for the businesses. In the dynamic and competitive world of today, it is crucial for organizations to know how to govern IT ra- ther than just to use it. IT governance deals with specifying responsibilities and decision rights to encourage the desirable behavior from IT and generate value from IT investments. IT governance can impact the overall perfor- mance of organizations, however there are still difficulties in understanding IT governance and the factors that may influence it. Organizational culture and structure are among the factors that have sig- nificant influence on many issues in an organization. According to previous research, organizational culture and structure need to be considered when implementing IT governance. However, there is a lack of research focusing on how organizational culture and structure can influence IT governance performance and implementation. Thus, the main research question ad- dressed in this thesis is: How are organizational culture and structure relat- ed to IT governance? To address this question, this research has performed literature reviews and conducted case studies to investigate the role of or- ganizational culture and structure on IT governance.
    [Show full text]
  • Impact of Information Technology Governance Structures on Strategic
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Liberty University Digital Commons IMPACT OF INFORMATION TECHNOLOGY GOVERNANCE STRUCTURES ON STRATEGIC ALIGNMENT by Fitzroy R. Gordon APIWAN BORN, PhD, Faculty Mentor and Chair SUZANNE RICHINS, DHA, Committee Member AKWASI AMPOFO, DBA, Committee Member Susan Talley, EdD, Dean of Technology, School of Business and Technology A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University December 2012 © Fitzroy Gordon, 2012 Abstract This dissertation is a study of the relationship between Information Technology (IT) strategic alignment and IT governance structure within the organization. This dissertation replicates Asante (2010) among a different population where the prior results continue to hold, the non-experimental approach explored two research questions but include two moderating variables industry type and organization size. The model used in this study was Luftman (2003) Strategic Alignment Model (SAM) which was validated through previous research. This research used web-based surveys to collect the data from multiple organizations which include IT executives and managers, and addresses the missing link between IT governance and strategic alignment of different industries. The sampling frame were about 3000 business professionals from medium and large sized companies in the United States of which 138 responded in the time allotted for data collection. The study tested four hypotheses which were measured using statistical correlation including Kruskal-Wallis one-way analysis of variance (ANOVA), Mann-Whitney U test and logistics regression. The study finds that there is not significant relationship between IT strategic alignment and levels of IT governance structure and federal IT governance structure within the organization.
    [Show full text]
  • Governance, Competitiveness and Growth: the Challenges for Bangladesh
    ADB Institute Discussion Paper No. 53 Governance, Competitiveness and Growth: The Challenges for Bangladesh Dilip Kumar Roy August 2006 Dilip Kumar Roy is Research Fellow at the Bangladesh Institute of Development Studies and Visiting Scholar at George Washington University. This paper was written when he was a Visiting Researcher at Asian Development Bank Institute (ADBI). The author recognizes the contribution of Peter McCawley, Dean, ADBI and Douglas Brooks, Senior Research Fellow, a.i ADBI, by providing useful comments, which led to an improvement of the paper. The author benefited from comments in the ADBI-BBL seminars. The views expressed in this paper are the views of the author and do not necessarily reflect the view or policies of ADBI nor Asian Development Bank. Names of countries or economies mentioned are chosen by the author/s, in the exercise of his/her/their academic freedom, and the Institute is in no way responsible for such usage. 1 Contents Abstract Table of Contents 1. Introduction 2. Concepts of Governance Dimensions and Sources of Data 2.1 Concept of Governance 2.2 Sources of Data 3. Methodology for Composition of Governance Dimensions 4. Analysis of Governance Dimensions 4.1 Political Governance Dimension in Bangladesh 4.2 Institutional Dimension of Governance in Bangladesh 4.3 Technology Dimension of Governance in Bangladesh 5. Governance and Growth: Application to Bangladesh 6. Outlook: Meeting Governance Challenges 7. Concluding Remarks References Appendix Appendix Tables 2 Governance, Competitiveness and Growth: The Challenges for Bangladesh Williamson (2005) concludes the article in American Economic Review, ”The economics of governance is an unfinished project whose time has come.” The economics of governance works through three fundamental concepts: governance, adaptation and transaction costs.
    [Show full text]
  • Technology Governance in a Time of Crisis Covid‑19 Related Decision Support Contents
    TECHNOLOGY GOVERNANCE IN A TIME OF CRISIS COVID‑19 RELATED DECISION SUPPORT CONTENTS 1 FOREWORD 2 INTRODUCTION 5 BACKGROUND AND PERSPECTIVES UNDERSTANDING THE CHARACTERISTICS 19 OF TECHNOLOGIES 37 DEFINING A GOVERNANCE MODEL APPENDIX 1: POSTCOVIDATA 65 IMPACT STUDY APPENDIX 2: COMPARISON TABLE 79 OF 11 INITIATIVES 83 APPENDIX 3: PIA STUDY REPORTS 142 BIBLIOGRAPHY 144 CONTRIBUTORS 146 OUR PARTNERS This report does not constitute legal advice and is provided for information purposes only. FOREWORD In our collective psyche, epidemics are one of the evils that threaten our existence. The COVID‑19 crisis has shown, vividly and abruptly, that an epidemic can also disrupt society and paralyze the world economy. In this challenging situation for public policy‑makers and business leaders, technology is clearly a valuable asset, both for combating the pandemic and for reopening society in the medium term. The roles played by IT‑based responses also raise ethical questions. In keeping with its mission, at the request of its part‑ ners, the Human Technology Foundation undertook this study to determine how, in the current context, technology can still be used to benefit humanity. The study was led by a steering committee chaired by Jean‑Louis Davet, Chief Executive Officer of Denos Health Management. The work was carried out according to the Foundation’s signature method, bringing together international, multidisciplinary experts, namely specialists in the target technologies, lawyers and ethicists, supported by the teams in our Paris and Montréal offices. We collaborated with researchers from the Intern‑ 1 ational Observatory on the Societal Impact of AI and Digital Technology (OBVIA) and instructors/researchers from several universities located in Montréal, Lille, Sherbrooke and Namur.
    [Show full text]
  • IT Governance in Digital Era in Jakarta Provincial Government
    IT Governance in Digital Era in Jakarta Provincial Government Evaristus Didik Madyatmadja, Harjanto Prabowo Raymond Kosala Meyliana Doctor of Computer Science Faculty of Computing and Media School of Information Systems Bina Nusantara University Bina Nusantara University Bina Nusantara University Jakarta, Indonesia Jakarta, Indonesia Jakarta, Indonesia [email protected] [email protected] [email protected], [email protected] Abstract—E-government refers to the deliverance of efficient governance and not make it difficult for people to get information from national or local government and services from public services [1]. Internet or another digital tool to the citizen or other government institutions. E-government facilitates the provision of relevant E-government should be managed without limitation of government information in electronic form to the citizens time and distance to create high productivity level and promptly; better services for the citizen; the citizen development effectiveness in electronic services. Government institution through information access without bureaucracy; the increasing must understand the quality of e-government services as a productivity and cost saving in doing business with supplier and very significant factor to get the efficiency, feasibility, customer from government; and participation of public policy in transparency, and trust. IT Governance can play an important decision-making. E-governance refers to how a manager and supervisor utilize IT and Internet to execute their function in role to achieve those factors. The government is responsible supervision, planning, organization, coordination, and employee for the development of e-government by using IT Governance, effectively. Principle of IT Governance in the digital era must not to provide a better quality to serve citizens, business, or other be separated from the good information technology governance.
    [Show full text]
  • Five Domains of Information Technology Governance For
    Presented to the Interdisciplinary Studies Program: Applied Information Management and the Graduate School of the University of Oregon in partial fulfillment of the requirement for the degree of Master of Science Five Domains of CAPSTONE REPORT Information Technology Governance for Consideration by Boards of Directors Matthew Fletcher University of Oregon Applied Information Information Management Project Management Manager Program NW Natural 722 SW Second Avenue Suite 230 June 2006 Portland, OR 97204 (800) 824-2714 Fletcher - ii Approved by ________________________________ Dr. Linda F. Ettinger Academic Director, AIM Program Fletcher - iii Abstract for Five Domains of Information Technology Governance for Consideration by Boards of Directors This study provides boards of directors of publicly traded companies with checklists for assessing the practice and structure of their boards in the area of IT governance. IT governance is an integral part of overall enterprise governance (ITGA, 2003) and as such, is the responsibility of boards and executive managers. Five IT governance domains are examined, including IT Strategic Alignment, IT Value Delivery, IT Resource Management, IT Risk Management, and IT Performance Management. Fletcher - iv Table of Contents Chapter I – Purpose of Study................................................................................1 Brief Purpose......................................................................................................... 1 Full Purpose .........................................................................................................
    [Show full text]
  • Information Technology Governance for Higher Education Institutions: a Multi-Country Study
    informatics Article Information Technology Governance for Higher Education Institutions: A Multi-Country Study Isaías Scalabrin Bianchi 1,* , Rui Dinis Sousa 2 and Ruben Pereira 3 1 Institute of Scientific Research and Graduate School, Universidad de Lima, Lima 15023, Peru 2 ALGORITMI Center, Department of Information Systems, University of Minho, 4804-533 Guimarães, Portugal; [email protected] 3 Department of Information Science and Technology, Instituto Universitário de Lisboa (ISCTE-IUL), 1649-02 Lisbon, Portugal; ruben.fi[email protected] * Correspondence: [email protected] Abstract: Information Technology governance (ITG) calls for the definition and implementation of formal practices at the highest level in the organization, involving structures, processes and relational practices for the creation of business value from IT investments. However, determining the right ITG practices remains a complex endeavor. Previous studies identify IT governance practices used in the health and financial sectors. As universities have many unique characteristics, it is highly unlikely that the ITG experiences of the financial and health industry can be directly applied to universities. This study, using Design Science Research (DSR), develops a baseline with advised practices for the university sector. The analysis of thirty-four case studies from the literature review provides a set of practices as a starting point for the development of the baseline model proposal through multiple case studies involving interviews with IT directors, in ten universities in five countries: eight new practices emerge in this study. The model proposed was evaluated by experts. The result is a baseline Citation: Scalabrin Bianchi, I.; Dinis model with adequate practices for IT governance in universities as well as a set of guidelines for Sousa, R.; Pereira, R.
    [Show full text]