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Kearns & Sabherwal (2007)

environmental
heterogeneity
managers' perception of IT
importance
Antecedents of integration
b/w business and IT
(business-IT alignment)
Chan et al. (2006)
shared domain knowledge
prior IS success
environmental uncertainty
age

planning sophistication
bacame antecedent of
shared domain knowledge
in the final model
Ali & Green (2005)
IT strategy committee
IT steering committee
Involvement of top mngt in
IT
Corp. performance
measurement systems
Ethics/Culture of
compliance
Corp. communication
systems
IT intensity
Mechanism as determinant
of effective ITG
Ali & Green (2009)
IT strategy committee
IT steering committee
Involvement of top mngt in
IT
Corp. performance
measurement systems
Ethics/Culture of
compliance
Corp. communication
systems
IT intensity
Ali & Green (2007)
IT strategy committee
IT steering committee
Corp. performance
measurement systems
Corp. communication
systems

Ali & Green (2009)
IT steering committee
Centralization of IT decision-
making control
Involvement of senior mngt
in IT
Position of the IT function
Corp. performance
measurement systems

Preston et al. (2008)
Organizational Climate
Organizational support for
IT
CIO structural power
CIO/TMT partnership
CIO strategic effectiveness
(also moderating the
relationship b/w CIO
strategic decision-making
authority and IT
contribution to firm
performance)
Antecedents of CIO
Strategic DecisionMaking
Authority
Jorfi and Jorfi (2006)
IT flexibility
Software modularity
Hardware compatibility
Network connectivity
IT capability
Communications
Effectiveness
Skill
Motivation
Knowledge
Sabherwal and Kirs (1994)
environmental uncertainty
Organizational integration
IT mngt sophistication

Luftman, Papp & Brier
(1999)
ITs involvement in strategy
devt
ITs understanding of
business
ITs failure to meet
commitments
Senior exec. Support for IT
Well-prioritized IT projs
Reich and Benbasat (1996)
Shared domain knowledge
Successful IT history
Connections b/w business
and IT planning
Communication b/w
business and IT execs
Hussin, King & Craigg (2002)
CEO commitment to IT
IT sophistication
External IT expertise

Kearns & Lederer (2004)
Info intensity of the value
chain

Bowen et al. (2007)
Shared understanding of IT
and bus. objs. by members
of the steering committee
Active participation of the
steering committee
Balance reprsentation of of
senior and bus. and IT mngt
in steering com
Comprehensive IT strategies
and policies
Better communicated IT
strategies and policies
Sambamurthy (1999)
Overall gov mode
Firm size
Diversification mode
Diversification breadth
Exploitation strategy for
scope economies
Line IT knowledge
Weill and Ross (2004)
most common IT
governance mechanisms.:
senior management
committee (IT steering
committee), an IT executive
committee, an architecture
committee, etc.

Xue et al (1999)
IT investment level, external
influence, organizational
centralization, and IT
function power.




































Inhibitors of IT
Governance
Lee et al. (2008)
Lack of communication
Inadequate stakeholder's
involvement
lack of clear principle/policy
lack of clear processes
inadequate support of
financial resources
Ali (2013)
Prior knowledge
communication network
communication climate
knowledge scanning
Factors of Absorptive-
Capacity of Top Mngt ITG
Knowledge
Factors of IT Relatedness
Tanriverdi (2013)
IT strategy
IT vendor mngt
IT human resource mngt
IT infrastructure
(as second order
construct)
Factors of Sustainable IT
Related Capabilities
Prasad (2012)
co-created IT steering
committee
inter-organizational lateral
communication system
inter-organizational
performance measurement
co-created operational
systems committee
Determinants of cloud
computing adoption and
governance
Technological context
relative advantage
tech. complexity
tech. compatiblity
Orgn. context
firm size
top mngt. support
IT expertise of business
users
Environ. context
competition intensity
regulatory environ



















Effects of Board IT
Governance
Jewer and McKay (2012)
IT contribution to firm
performance measured
through sales revenue
increase, market share
increase, customer
satisfaction, ROI, process
improvement, operating
efficiency, cost savings
COBIT
Milne, K., & Bowles, A.
(2009)
COBIT was used to measure
level of us of 66 practices;
assessed performance by
asking how the practices
achieved results on the 15
measures (3 measures per
domain - strategic
alignment, value delivery,
performance mngt, risk
mngt, resource mngt)
Kaur et al. (2012)
The factors for IT
governance effectiveness
explains only 6% of
organizational performance
Effects of ITG Effectiveness
Preston et al. (2008)
Positive effect on IT
contribution to firm
performance

Consequences of CIO
Strategic DecisionMaking
Authority
Lunardi (et al. 2013)
found both an immediate
effect and a time-lag effect
(p = .024; p = .006) of the
adoption of IT governance
mechanisms on profit
margin.
Effects of ITG Adoption
Tugas (2009)
The maturity level of
Philippine food, beverage,
and tobacco (FBT) industry
using the COBIT framework
is 2.05.
Tugas (2010)
No significant correlation
between IT maturity index
and the EPS, ROA, and ROE
in the Philippine food,
beverage, and tobacco (FBT)
industry using the COBIT
framework is 2.05.
Bradley et al. (2012)
technical and social risk
management and IT
contribution to hospital
performance (i.e., market
responsiveness, external
relationship management,
and operational IT
effectiveness). CIOs
membership in and
interactions with the TMT is
more important than the
CIOs formal reporting
structure.





















Contingency Factors of IS
Strategic Planning
Bechor et al. (2012)
Dynamism
Hostility
Heterogeneity
Business Strategy
IT importance
Newkirk and Lederer (2006)
Changeability (Dynamism)
Unpredictability
(Dynamism)
Heterogeneity
Scarcity (Hostility)
Competition (Hostility)

Factors influencing Internet-
based inter-organizational
systems
Lin (2006)
Inter-organizational factors
Competitive pressure
Trading partners
Organizational Factors
Top mngt support
Organization centralization
Tech competence
Reasons for SISP
formulation failure
Pita (2009)
1. lack of commitment from
senior mngt
2. budget limitation
3. lack of senior mngt
involvement
4. IS mngt is not part of the
corp. planning process
5. Lack of alignment with
bus. objs.

Reasons for SISP
implementation failure
Pita (2009)
1. lack of commitment from
senior mngt
2. Lack of alignment with
bus. objs.
3. IS mngt is not part of the
corp. planning process
4. lack of senior mngt
involvement
5. budget limitation