Publicaties

The complexities inherent in modern business environments require enterprises to develop agile capabilities to manage their IT investments. While agile delivery practices at the team level have become ubiquitous, enterprises struggle to scale agility to the strategic level. This paper presents a set of design principles to foster agility at the portfolio level. We conducted a qualitative Delphi study to elicit insights from expert practitioners ...

While extant research has highlighted that IT governance (ITG) process capability is a key success driver for organizational performance, the question remains as to which configurations of ITG process capabilities lead to organizational performance and under which conditions. In the present paper, we leverage Qualitative Comparative Analysis (QCA) to develop a configurational theory on how ITG process capabilities (including a board-level ...

Digitization is fundamentally changing how organizations create and deliver business value, with information technology (IT) leveraged to improve business processes and controls. Its pervasive effects upon organizations ' risk exposures and performance requires boards ' prudent and integrated consideration of the resultant IT opportunities and risk management. However, IT governance research suggests that boards ' governance of IT is more ...

Purpose - Organizations invest in novel digital innovations to improve their business processes. These innovations, including Industry 4.0 technologies, enable full organizational integration with business process management (BPM), thereby requiring interorganizational relationship (IOR) capabilities. Many organizations lack knowledge about areas of interorganizational (IO) capability for integrating digital innovations into their value chains. ...

In the digital economy, firms' IT resource investments represent a significant portion of their capital investments. IT governance processes are critical for companies to decide what and how to deploy IT resources and measure and achieve the expected business benefits. This study introduces and measures the concept of IT governance process capability, which is defined as the firm's ability to identify, design, implement and leverage the ...

Despite significant investments in training, many organizations fail to implement IT Governance. This problem is known as theory-practice gap. Organizational Learning has been suggested as an approach to overcome this problem but there is still lack of understanding about how Organizational Learning applies to the context of IT Governance. Therefore, this exploratory study presents insights from a Delphi study that was conducted to identify and ...

Given an enterprise’s complex business dynamics, there is an increasing need for agility in managing IT portfolios. Existing practice recommendations for portfolio-level agility have neither sufficient empirical validation nor consistent support from explanatory theories, leading to portfolio practices built around unique contexts and limited guidance. As part of a broader design science research effort, this online focus group research study ...

Over the past two decades, enterprise IT functions have enjoyed continued success in projects using agile development methods. However, the lack of ample empirical research on achieving portfolio level agility can potentially inhibit their ability to effectively govern IT investments while scaling agile practices to derive more significant benefits. This study examines the impact of agile delivery efforts on project portfolio management at the ...

Organizations active in today’s digitally transforming world require sound IT governance (ITG). Besides processes and relational mechanisms, organizational structures (e.g. IT steering committee) are a key component of ITG. In the context of improving ITG, most of the (limited) existing research however has focused on the process component. The goal of the present research is to determine how ITG structures can be systematically improved. By ...

Digital transformation is becoming ubiquitous as organizations increasingly rely on IT to create business value. As a result, IT strategy is increasingly intertwined with organizational strategy, with risks as IT becomes progressively more important, requiring both management and governance. Given boards of directors are ultimately accountable for strategic decision-making and control, these changes charge boards with accountability for ...