Aligning IT Governance with Organizational Communication Strategies for Enhanced Connectivity
DOI:
https://doi.org/10.58471/ju-komi.v1i01.383Keywords:
IT Governance, Organizational Communication, Connectivity, Information TechnologyAbstract
n today's dynamic business landscape, effective communication and seamless connectivity are critical to organizational success. This research explores the intersection between Information Technology (IT) governance and organizational communication strategy, aiming to uncover synergies that can increase connectivity within an organization. This study explores current IT governance practices and communications strategies, identifying potential misalignments and areas for improvement. Through qualitative descriptive analysis, this research seeks to develop a framework that aligns IT governance with communications strategy, thereby fostering a more cohesive and connected organizational environment. Research shows that aligning the way information technology (IT) is managed with an organization's communication strategy has a positive impact on connections between organizational members. Creating a culture of open communication, aligning organizational messages with IT governance issues, and involving organizational leaders, particularly in IT, have proven crucial in achieving this balance. An approach that takes into account the differences in communication preferences of organizational members, supported by training and the use of modern communication technology, provides a strong basis for understanding and implementing IT governance. As a result, organizations can increase member engagement, create a responsive environment, and support innovation. Thus, this research emphasizes that aligning IT governance with organizational communication strategies is not only a response to technological developments, but also a strategic step for organizational success and sustainability amidst continuous change.
References
Ali, S., & Green, P. (2012). Effective information technology (IT) governance mechanisms: An IT outsourcing perspective. Information systems frontiers, 14, 179-193.
Basu, P., & Desiraju, L. P. (2017). Enhancing Effectiveness of OFC and IFC FR by Integration of COSO and CMMI. The Management Accountant Journal, 52(2), 16-22.
Bin-Abbas, H., & Bakry, S. H. (2014). Assessment of IT governance in organizations: A simple integrated approach. Computers in Human Behavior, 32, 261-267.
Brown, A. E., & Grant, G. G. (2005). Framing the frameworks: A review of IT governance research. Communications of the Association for Information Systems, 15(1), 38.
Dewett, T., & Jones, G. R. (2001). The role of information technology in the organization: a review, model, and assessment. Journal of management, 27(3), 313-346.
Freund, J., & Jones, J. (2014). Measuring and managing information risk: a FAIR approach. Butterworth-Heinemann.
Huang, R., Zmud, R. W., & Price, R. L. (2010). Influencing the effectiveness of IT governance practices through steering committees and communication policies. European Journal of Information Systems, 19(3), 288-302.
Kayworth, T., & Whitten, D. (2010). Effective information security requires a balance of social and technology factors. MIS Quarterly executive, 9(3), 2012-52.
Mangalaraj, G., Singh, A., & Taneja, A. (2014, August). IT Governance Frameworks and COBIT-A Literature Review. In AMCIS.
Melville, N., Kraemer, K., & Gurbaxani, V. (2004). Information technology and organizational performance: An integrative model of IT business value. MIS quarterly, 283-322.
Mun, Y. Y., Jackson, J. D., Park, J. S., & Probst, J. C. (2006). Understanding information technology acceptance by individual professionals: Toward an integrative view. Information & management, 43(3), 350-363.
Patton, M. Q. (1987). How to use qualitative methods in evaluation (No. 4). Sage.
Peterson, R. R. (2004). Integration strategies and tactics for information technology governance. In Strategies for information technology governance (pp. 37-80). Igi Global.
Rathnam, R. G., Johnsen, J., & Wen, H. J. (2005). Alignment of business strategy and IT strategy: a case study of a fortune 50 financial services company. Journal of Computer Information Systems, 45(2), 1-8.
Reich, B. H., & Benbasat, I. (2000). Factors that influence the social dimension of alignment between business and information technology objectives. MIS quarterly, 81-113.
Selig, G. J. (2015). Implementing effective IT governance and IT management. Van Haren.
Svendsen, A. (1998). The stakeholder strategy: Profiting from collaborative business relationships. Berrett-Koehler Publishers.
Tallon, P. P., Kraemer, K. L., & Gurbaxani, V. (2000). Executives’ perceptions of the business value of information technology: a process-oriented approach. Journal of management information systems, 16(4), 145-173.
Tan, X., Yen, D. C., & Fang, X. (2002). Internet integrated customer relationship management a key success factor for companies in the e-commerce arena. Journal of computer information systems, 42(3), 77-86.
Wessels, E., & Loggerenberg, J. V. (2006, September). IT governance: theory and practice. In Conference on Information Technology in Tertiary Education, Pretoria, South Africa.
Wilkin, C. L., & Chenhall, R. H. (2020). Information technology governance: Reflections on the past and future directions. Journal of Information Systems, 34(2), 257-292.
Wu, S. P. J., Straub, D. W., & Liang, T. P. (2015). How information technology governance mechanisms and strategic alignment influence organizational performance. MIS quarterly, 39(2), 497-518.