Many different information technology frame-works have been proposed to assist organi-zations implementing information technol-ogy. However, these frameworks are complex, difficult to implement, and overlap with one another making their simultaneous implementation even more difficult to ac-complish by organizations. This study proposes to develop an overlap-less maturity model that helps organizations deal with the aforementioned problems. The model was applied and evaluated by experts at five organizations. This approach was recognized as useful, complete, and helpful in a multi-framework implementation by prob-lem management (PM) experts. This research provides contributions for academics since it distinguishes itself from the existing studies in the body of knowledge and is a baseline for further investigation.

Information Technology governance (ITG) calls for the definition and implementation of formal practices at the highest level in the organization, involving structures, processes and relational practices for the creation of business value from IT investments. However, determining the right ITG practices remains a complex endeavor. Previous studies identify IT governance practices used in the health and financial sectors. As universities have many unique characteristics, it is highly unlikely that the ITG experiences of the financial and health industry can be directly applied to universities. This study, using Design Science Research (DSR), develops a baseline with advised practices for the university sector. The analysis of thirty-four case studies from the literature review provides a set of practices as a starting point for the development of the baseline model proposal through multipl...

Shadow information technology (SIT) revolves around systems that are hidden but are still managed by the same business entities. It consists of the use of devices, software, systems and applications without the information technology (IT) department’s approval. Employees use IT without the knowledge of the IT department, and it creates a gap in communications, as the IT department loses the knowledge of the reality within the company. However, there are benefits involved. In order to take advantage of these benefits, changes have to be implemented in the way that business activities are handled. The benefits should be a direct result of the changes, of the difference between the ongoing and the suggested way that activities should be undertaken, and the levels of efficiency and effectiveness to which people deliver their daily tasks. The objective of this study was to propose a benefit...