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IT governance challenges in a large not-for-profit healthcare organization: The role of intranets

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Abstract

This paper reports on the implementation of IT governance in a not-for-profit healthcare organization and considers how managerial strategies for this governance relate to the progressive management approach commonly called the Horizontal Organization. Discussion includes how IT governance was implemented and the mechanisms by which power and politics in the organization were harnessed to achieve strategic goals. In this case study, CEO support for IT governance was related principally to the need for fiscal accountability regarding IT investment aligned to the strategic goals of the organization. The case study showed real organizational gains in achieving best value for the investment dollar, accountable time-frames and cost-controls. The move enhanced the professional status of the IT Department, including more widespread acknowledgement for fairness and equity in its processes, an outcome commonly associated with horizontal management structures.

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  1. Department of Accounting and Finance, Faculty of Business and Economics, Monash University, P.O. Box 197, Caulfield East, Victoria, 3145, Australia

    Carla L. Wilkin

  2. EPO Project Services, Locked Bag 29, Clayton, Victoria, 3168, Australia

    Jon Riddett

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  1. Carla L. Wilkin
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Correspondence to Carla L. Wilkin.

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Wilkin, C.L., Riddett, J. IT governance challenges in a large not-for-profit healthcare organization: The role of intranets. Electron Commer Res 9, 351–374 (2009). https://doi.org/10.1007/s10660-009-9038-0

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