How IT Governance Maturity and Strategic Alignment Influence Organizational Performance: Insights from CEO-CIO Dyads
1. HOW IT GOVERNANCE MATURITY AND
STRATEGIC ALIGNMENT INFLUENCE
ORGANIZATIONAL PERFORMANCE:
INSIGHTS FROM CEO-CIO DYADS
BY SHELLY PJ WU, DETMAR STRAUB, AND T.P.
LIANG
2. What We Know?
•Good news…
•75% of execs try to align IT with business
strategies (ITGI 2009).
•Empirical evidence says:
alignment performance
•This linkage is more or less established.
•Not new.
3. Motivation
• There is a gap between belief and action.
• Should not be:
▫ Mature IT governance firms yield up to 40%
higher ROIT than their competitors (Weill and
Ross 2004).
▫ Stronger IT governance IT outcomes (ITGI
2009).
4. Motivation
• Many consider IT governance to be an integral to
enterprise governance.
• But IT governance maturity is still relatively
low!!
• Worldwide IT spending up to total $3.7 trillion
in 2012 (Gartner, 2012)
5. The Theoretical Domain
Alignment – Performance Link: Well studied
IT Governance
Maturity
+
Strategic
Alignment
+
Organizational
Performance
6. Research Problem
• Insufficient understanding of the relationship
between IT governance and downstream
variables
▫ Missing empirical evidence to support that IT
governance can help achieve the fusion of IT and
business strategy
7. Research Questions
• RQ#1: Can key mechanisms contributing to the IT
governance maturity be identified and empirically
validated?
• RQ#2a: Theoretically, what are the causal mechanisms
through which IT governance maturity influences
performance via strategic alignment?
• RQ#2b: Statistically, are the causal linkages between IT
governance maturity and organizational performance
mediated by strategic alignment?
8. Strategic Alignment Performance
• The degree of coherence between realized
business strategy and realized IT strategy (Chan
1992)
▫ Strategic fit theory predicts that a well aligned
organization will have better performance.
• Well researched but empirical research what
affects strategic alignment is still lagging (Cragg
et al. 2002; Chan et al. 2006; Chan and Reich
2007; Preston and Karahanna 2009).
9. IT Governance Research
• IT governance:
▫ an integral part of enterprise governance
▫ consists of organizational structures, processes and
leadership
▫ to ensure that organizational IT sustains and
extends executive strategies and objectives (ITGI
2003).
• Previous research (e.g., Brown 1997;
Sambamurthy and Zmud 1999; Weill 2004).
• Substantive research on IT governance as a critical
predictor affecting the extent of strategic
alignment is scarce.
10. IT Governance Maturity
• Definition: the degree to which an organization
implements critical IT governance best practices in
terms of decision-making structure, formal
processes and communications
▫ Mature IT governance (well-balanced
implementation of major governance mechanisms)
can: (1) ensure that organizational IT supports and
aligns with business strategies and (2) promote
desirable IT behaviors and at the same time.
11. The Research Model
Alignment - Performance Link
IT Governance
Maturity
+
H2
Decisionmaking
Structure
Formal
Process
Communication
Approach
Product
Strategic
Alignment
+
Strategic
Alignment
Quality
Strategic
Alignment
Organizational
Performance
H1
Market
Strategic
Alignment
Financial
Return
Operational
Excellence
Customer
Perspective
12.
13. Methodology
• Field study using interviews and questionnaires for
data collection
• Interviews with matched CIOs and CEOs for content
validity purposes
• Pre-tested questionnaire with 36 Executive MBA
students with business and IT backgrounds
• Sampling frame: senior managers or high level
executives from both business and IT departments
in medium-to-large-sized organizations
• Matched responses from 136 organizations in
Taiwan
15. Dyadic (pair-matched) Data
• Consists of a single business exec and a single IT
exec
• Reduces common method bias (Podsakoff et al.
2003)
• Controlled length of survey to reduce high attrition
rate (Klein et al. 2007)
• Tailored survey items to respondent’s domain of
expertise (IT and business strategy)
• Response rate: 71%, high relative to matched
surveys found elsewhere in the alignment literature
(Sabherwal and Chan 2001).
• 136 dyads is large relative to earlier studies (e.g., 83
dyads in Dyer’s [1996] work and 91 in Klein, Rai,
and Straub [2007]).
16. Instrument Validation
• Formative constructs (Jarvis et al. 2003)
▫ Direction of causality, not interchangeable
indicators, covariation not necessary, different
nomological net
• Indicators created by multiplying values by their
individual PLS weights; second-order constructs
by composite score (weighted sum of the firstorder indicators)
• Avoided common methods variance by gathering
IVs and DVs from different sources (Podsakoff et
al. 2003)
18. Instrument Validation
• VIF < 3.3 (Diamantopoulos and Siguaw 2006)
• Content validity: literature review and interviews
with experts (CIO and CEO)
• Construct validity: removing the first-order
indicators with insignificant weightings
(Diamantopoulos and Winklhofer 2001).
• Discriminate validity: inter-item and item-toconstruct correlations correlate higher with each
other than with other constructs.
20. Data Analysis Summary (N=136)
Controls Only
Controls
PLS Model
Industry NS
Size NS
Alignment Performance
H1 (+) Supported
.698***
Maturity Alignment
H2 (+) Supported
.591***
Explained Variance: R2
Organizational Performance
Strategic Alignment
Statistical Power
1.3%
2.8%
49%
35%
0.99
21. Tests of Mediation (H3)
IT Governance
Maturity
β = 0.487 ***
Organizational
Performance
• Indirect effect of IT governance maturity is
significant by the Sobel test (8.183, p < 0.001).
• Full mediation of strategic alignment : the direct
effect of IT governance maturity on firm
performance changes from insignificant to
positive and significant.
22. Discussion
• IT governance maturity enables strategic
alignment, which increases organizational
performance, particularly operational excellence
and customer perspective.
• IT governance maturity is a strong predictor of
strategic alignment, with a significant and strong
positive effect (β = 0.591, p < 0.001), explained
variance (35%).
• The more the IT strategy aligns with business
strategy in terms of intensive marketing and
exploiting new markets, the better performance
it achieves.
23. Discussion
• Insignificant weight of financial return:
1.The lingering effects of the financial tsunami of
2008
2.Productivity paradox (Brynjolfsson 1993).
Intangibles do not always increase the amount of
financial output, but do help meet customer
demands.
1. Conventional measures such as financial metrics are
thus seen as inadequate to fully capture corporate
performance (Banker et al. 2001).
2.When managers get excessively focused on short-term
financial performance metrics, activities such as
process improvements and customer and market
development, both of which bring in long-term
benefits, will be traded off for quarterly profitability.
24. Contributions (Scholarly)
• Empirically validate IT governance maturity as a
construct that captures crucial mechanisms as
well as critical IT governance practices.
• Propose a research model postulating a causal
line between IT governance, strategic alignment
and organizational performance.
• Identify and empirically test the strategic
alignment as fully mediating the positive impact
of IT governance maturity on organizational
performance.
25. Contributions (Practitioner)
• Structure maturity : (1) IT steering committee at
executive or senior management level, (2) SIS planning
steering committee composed of business and IT people
and (3) a CIO reporting to CEO and/or COO structure
• Established formal process (e.g., for portfolio
management) to monitor and ensure that IT policies are
consistent with business needs
• Communication approaches: (1) CIO on executive
committee, (2) agenda to report and discuss IT issues,
and (3) CIO (or similar role) articulates a vision of IT’s
role, especially in market-oriented business-IT strategic
alignment.
26. Limitations and Future Research
1.
2.
3.
4.
Perceptual data from more sources
Longitudinal research
Cross-border research
Both quantitative and qualitative data and
perhaps mixed methods studies
27. Conclusion
• Our findings provide a better understanding of
the positive impact of IT governance maturity on
organizational performance and the mediating
role strategic alignment plays in influencing such
impact.
28. Construct
Definition
IT Governance Maturity:
The degree to which an organization implements critical IT governance best
practices.
Type
Formative-2nd order
Items
Reference
Weill and Ross (2004); De Haes and
Van Grembergen (2009)
Decision-making Structure
The degree to which the organization has
established organizational units and roles
responsible for making IT decisions such as
committees.
Formative-1st order
IT steering committee (ITM1), strategic
information systems planning steering
committee (ITM8) and CIO reporting to
CEO and/or COO (ITM9)
De Haes and Van Grembergen (2009)
Formal Process
The degree to which the organization has
established formal processes to monitor and
ensure that IT policies are consistent with
business needs.
Formative-1st order
Formal process for portfolio management Weill and Ross (2004); De Haes and
(ITM3), formal process for strategic
Van Grembergen (2009)
information systems planning (ITM7),
and formal process for project
governance (ITM10)
Communication Approach
The degree to which the organization has
Formative-1st order
established channels to ensure proper
communication and disseminate IT governance
principles.
CIO on executive committee (ITM2), IT Weill and Ross (2004)
strategy committee and agenda to report
and discuss IT issues (ITM5), and CIO or
similar role to articulate a vision of IT’s
role (ITM6).
Strategic Alignment:
The degree of coherence between realized business strategy and realized IT
strategy.
Formative-2nd order
Product-oriented Strategic
Alignment
The alignment between IS strategy and
business strategy in product development.
Formative-1st order
IT strategies supporting new products
Hussin et al. (2002)
(B4IT4), products diversification (B5IT6)
and differentiation (B3IT2) strategies.
Quality-oriented Strategic
Alignment
The alignment between IS strategy and
business strategy in terms of quality and
production efficiency.
Formative-1st order
IT strategies supporting product quality
(B2IT3), production efficiency (B6IT5)
and service quality (B7IT7) strategies.
Hussin et al. (2002)
Market-oriented Strategic
Alignment
The alignment between IS strategy and
business strategy regarding marketing
activities.
Formative-1st order
IT strategies supporting intensive
marketing (B8IT8) and new markets
(B9IT9) strategies.
Hussin et al. (2002)
Organizational Performance:
An organization’s aggregate performance relative to its competition.
Financial Performance
The degree to which the organization’s
performance is better than its competitors in
terms of conventional financial measures.
Chan (1992)
Formative-2nd order
Rai et al. (2006)
Formative-1st order
Return on investment (OP1), return on
equity (OP2) and return on assets (OP3)
Weill and Ross (2004)
Customer Perspective
The degree to which the organization’s
Formative-1st order
performance is better than its competitors from
customers’ perspective.
Customer’s perception of products and
services quality (OP4), customer
satisfaction (OP5) and firm image (OP6)
Kaplan and Norton (2004)
Operational Excellence
The degree to which the organization’s
Formative-1st order
performance is better than its competitors in its
responsiveness and generation of productivity
improvements.
Productivity improvements (OP7),
timeline of customer service (OP8),
production cycle time (OP9)
Rai et al. (2006)
Notas do Editor
This realization has long been true in the IT profession, both academics and practitioners. Strategic alignment has been a top managerial concerns since the beginnings of the IS profession (Luftman and Kempaiah 2008; Taylor et al. 2010).
First, there is insufficient understanding of the relationship between IT governance and strategic alignment. Although researchers have repeatedly emphasized that the goal of IT governance is to achieve the fusion of IT and business strategy (e.g., De Haes and Van Grembergen 2005, 2006, 2009), solid empirical evidence to support this argument is still missing. Second, exactly what are the mechanisms through which business–IT strategic alignment impacts the role of IT governance in its downstream effect on organizational performance? Although prior literature has examined the effect of IT governance on firm performance (e.g., Weill and Ross 2004) and the effect of strategic alignment on performance (Chan et al. 1997; Chan et al. 2006; Oh and Pinsonneault 2007; Preston and Karahanna 2009; Tallon 2008; Tallon and Pinsonneault 2011), research connecting these two perspectives is lacking.
First, there is insufficient understanding of the relationship between IT governance and strategic alignment. Although researchers have repeatedly emphasized that the goal of IT governance is to achieve the fusion of IT and business strategy (e.g., De Haes and Van Grembergen 2005, 2006, 2009), solid empirical evidence to support this argument is still missing. Second, exactly what are the mechanisms through which business–IT strategic alignment impacts the role of IT governance in its downstream effect on organizational performance? Although prior literature has examined the effect of IT governance on firm performance (e.g., Weill and Ross 2004) and the effect of strategic alignment on performance (Chan et al. 1997; Chan et al. 2006; Oh and Pinsonneault 2007; Preston and Karahanna 2009; Tallon 2008; Tallon and Pinsonneault 2011), research connecting these two perspectives is lacking.
According to ITGI (2003), the ultimate goal of IT governance is to ensure that an organization’s IT sustains and extends the organization’s strategies and objectives. With this objective in mind, then, well implemented IT governance practices should be able to improve the alignment between IT and business strategy, and ultimately firm performance. In other words, the maturity level of IT governance should be an important causal agent and predictor of strategic alignment. However, few research papers have empirically examined the effect of IT governance maturity on strategic alignment. This is probably because the maturity measures of IT governance were yet to be established and validated.
Realized not intended business strategy
Intellectual dimension: more dominant perspective focuses on alignment between business and IS on various dimensions and combinations of dimensions such as alignment of strategy, alignment of plans or alignment of processes.
Content: concerns the question: “what strategy is the organization pursuing?” IS strategy focuses on systems or business applications of IT, being concerned primarily with aligning them with business needs and using them to derive strategic benefits (Sabherwal and Chan, ISR 2001). While process concerns the question “how does the organization develop its strategy?
Though prior research has provided conceptual insight into the antecedents of “intellectual” IS strategic alignment, few theory-based empirical studies have examined the relationship between IS strategic alignment and its antecedent variables (Chan et al. 2006).
Prior research has proposed different types of and contingency factors for IT governance (e.g., Brown 1997; Sambamurthy and Zmud 1999; Weill 2004). Nevertheless, in spite of this valuable work, it is still not clear by which mechanisms IT governance exerts its effects on firm performance.
The overall rationale for the model is that the implementation maturity of IT governance mechanisms can facilitate the alignment between IT strategies and business strategies, which thereby leads to higher organizational performance.
Notably, we did not include items for learning and growth dimension since it was less likely that our respondents could rank their own employees’ learning skills and innovative potentials relative to those of their competitors. In addition, based on Rai et al. (2006), we concur that these three dimensions are sufficient and appropriate.
2. Product-oriented: The alignment between product development strategy and IT strategy supporting this business strategy. Quality-oriented: The alignment between quality and productivity strategies and IT strategy supporting these business strategies. Market-oriented: The alignment between market-oriented strategy and IT strategy supporting this business strategy.
A dyadic design is preferable because it enhances measurement validity by cross-referencing perceptions of both sides of a dyad (Klein 2007) and reduces common method bias by measuring predictor and criterion variables from multiple, presumably independent sources (Podsakoff et al. 2003).
while collecting all variables from both sides would be ideal, we wanted to control the length of the survey. This approach reduces the concern about high attrition rate often seen in match-sample designs (Klein et al. 2007).
Since the focus of our study spans two areas of expertise (IT and business strategy), a matched survey design was adopted. Matched surveys help to limit common method bias while allowing researchers to develop survey items that are tailored to each respondent’s domain of expertise.
A rate that is relatively high with matched surveys found elsewhere in the alignment literature (Sabherwal and Chan 2001).
(1) the direction of causality is from indicators to constructs, (2) the indicators need not be interchangeable, (3) covariation among indicators is not necessary; and (4) the nomological net of indicators can differ.
1. To evaluate reliability of formative items, we use the VIF (variance inflation factor) statistic to determine whether the formative measures are correlated too highly. The VIF values of all formative constructs are below the threshold value 3.3 (Diamantopoulos and Siguaw 2006), which suggests that our measures do not have a multicollinearity problem.
The instrument was validated via PLS (SmartPLS, version 2.0). After purification (MacKenzie et al. 2011), the psychometric properties of the instrument were assessed. In order to estimate the significance of the indicator weights(Gefen et al. 2000), a bootstrapping technique with 500 resamples was used. No minimum threshold values for second-order indicator weights have been established. The statistical significance of the weights can be used to determine the relative importance of indicators in forming a latent construct.
To assess the significance of the mediation effect of strategic alignment and determine whether it partially or fully mediates the relationship between IT governance maturity and organizational performance (H3), we first performed a Sobel test (Baron and Kenny 1986; Kenny 2011; Sobel 1982). This technique examines the path coefficients and the standard errors of the direct paths between IT governance maturity (independent variable, designated IV), strategic alignment (mediating variable, designated M), and organizational performance (dependent variable, designated DV). The indirect effect of IT governance maturity on organizational performance is significant as indicated by the Sobel test (8.183, p < 0.001). To decide whether strategic alignment completely or partially mediates the link between IT governance maturity and organizational performance (Kenny 2011), we look at the direct effect when the mediator is removed from the model.
2. a weighted composite of the three mechanisms contributes to higher strategic alignment, with a significant and strong positive effect (β = 0.591, p < 0.001). In addition, the strong effect of IT governance maturity on strategic alignment, as indicated by the path coefficient, as well as the explained variance (35%), suggest that IT governance maturity is a strong predictor of strategic alignment.
4. the insignificant weight of financial return with organizational performance suggests that strategic alignment may not directly lead to superior financial return. Nevertheless, this result might be explained by the productivity paradox (Brynjolfsson 1993). Intangibles such as better responsiveness to customers do not always increase the amount of financial output, but do help meet customer demands. Conventional measures such as financial metrics are thus seen to be inadequate for fully evaluating corporate performance (Banker et al. 2001). To survive and compete in the information age, it is necessary for companies to use measurement systems derived from their strategies and capabilities (Kaplan and Norton, 1996). When managers get excessively focused on short-term financial performance metrics, activities such as process improvements and customer and market development which bring in long-term benefits will be traded off for quarterly profitability.
There are many factors besides IT that can lead to Ricardian rents across all the value-adding activities of a firm. Also, historical externalities could have had the major impact on financial performance itself during the time of the data gathering. For example, the lingering effects of the financial tsunami of 2008 could be overwhelming internal factors in our sample
This study adds to the IT governance and strategic alignment literature in three ways. First, we propose and empirically validate IT governance maturity as a construct that captures crucial mechanisms as well as critical IT governance practices; we base this on the implementation frameworks of De Haes and Van Grembergen (2009) and Weill and Ross (2004), but our modeling of the construct is unique in the literature. Second, we propose a research model postulating a causal link between IT governance maturity, strategic alignment and organizational performance and thus conceptually linking these two key antecedents to organizational performance. Third, we identify and empirically test the strategic alignment as fully mediating the positive impact of IT governance maturity on organizational performance.
IT steering committee at executive or senior management level, strategic information systems planning steering committee composed of business and IT people and a CIO reporting to CEO and/or COO structure leads to better strategic alignment.
The shared understanding and knowledge between IT and business executives can best be achieved by more conscious communication. Enjoining proper communication channels, IT and business managers are more apt to sense market opportunities or threats and to build a consensus around particular strategies.
3. CIO be given full membership on executive committee, (2) enjoining an IT strategy committee wherein there is an agenda to report and discuss IT issues, and (3) having a CIO (or similar role) on the committee to articulate a vision of IT’s role, especially in market-oriented business-IT strategic alignment.
IT governance maturity and strategic alignment may have higher reliability if answered by more members of senior management from the same organization .
Such research could provide valuable insights into the influence of the dynamic interaction of governance antecedent factors and strategic alignment on organizational performance over time.
There could be interesting cultural effects being played out across these regions. In these cases, more sophisticated analyses of the possible moderating impacts caused by cultural differences could evaluate the relationships among IT decision-making structures and strategic alignment.
Future research should use both quantitative and qualitative data and perhaps mixed methods studies to contribute deeper insights.
IT governance is still a neglected, but crucial area of IS studies, one that has fortunately gained greater attention recently. However, empirical studies in this field are still scarce.