2006 Fiscal Year Final Research Report Summary
Research of IT Governance
| Project/Area Number |
16603002
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| Research Category |
Grant-in-Aid for Scientific Research (C)
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| Allocation Type | Single-year Grants |
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| Section | 一般 |
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| Research Field |
ガバナンス
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| Research Institution | Kagawa University |
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Principal Investigator |
ITAKURA Hiroaki Kagawa University, Graduate School of Management, Professor, 大学院地域マネジメント研究科, 教授 (80335835)
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| Co-Investigator(Kenkyū-buntansha) |
LIM Lrong Yew Kagawa University, International Student Center, Professor, 留学生センター, 教授 (00262840)
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| Project Period (FY) |
2004 – 2006
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| Keywords | Governance / Chief Information Officer / Outsourcing / Information Technology / Management |
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| Research Abstract |
There have been a number of academic studies on IT governance with a focus on decision-making authority. However, there have been few empirical studies on organizational capabilities. In this paper, an integrated approach was adopted combining the aforementioned organizational capabilities and decision-making authority, then conducted an empirical study using statistical analysis based on survey results.
First, the GP of Japanese corporations in this study was slightly higher than that of mainly American corporations. However, there are some Japanese corporations whose decision-making authority was unclear in the decision-making areas except for the IT investment. Particularly conspicuous was the Anarchistic state regarding IT Architecture and infrastructure that require technical backgrounds. Thus, Japanese corporations need to clarify the decision-making authority in the decision-making areas other than IT investment.
Second, the Feudal was the most common system in all five decision a
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reas to input for decision-making in the survey of Japanese corporations. In other words, the input for Japanese corporations to make decisions is Feudal; there are fewer corporations that input from the directors' level than in the United States. Conversely, the participation of director-level executive officers in not sufficient. There are many Japanese corporations whose top management merely make final decisions on large-scale IT Investment only.
Third, based on the results, the relationship between the decision-making mechanism and performance was still not clear. IT governance must promote its effective use not only to managers but also to all IT users.
IT governance needs to take into consideration not only the official levels and visual and formal structures but also unofficial aspects and the social mechanism. It is important for IT governance to build a relationship of capabilities, reliability, and cooperation. Urgently desired is an accumulation of multidimensional IT governance studies with the integration of decision-making authority and organizational theory. Less
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