In my view: The promises, pitfalls and potential of global technology governance

Author(s):  
Nanjira Sambuli
2012 ◽  
Vol 27 (1) ◽  
pp. 261-281 ◽  
Author(s):  
Kurt Schobel ◽  
James S. Denford

ABSTRACT Within the domain of Information Technology Governance (ITG), the study of Chief Information Officer (CIO) relationships has historically focused on the Chief Executive Officer (CEO) and the Top Management Team (TMT). Within knowledge-intensive, publicly funded, and not-for-profit organizations, the specific relationship between the CIO and the Chief Financial Officer (CFO) is a critical pairing, which impacts both individual effectiveness and strategic alignment. Findings from multiple case studies suggest that while the CIO and CFO pair are similar to other TMT relationships in many ways, their perceptions of the other's strategic role within the organization is a key differentiator that can lead to effective or adversarial relationships with individual and firm-level outcomes. The research model in this paper suggests that when the relationship is positive, both individual role effectiveness and strategic alignment improve.


2021 ◽  
Author(s):  
Pitambar Bhandari ◽  

Abstract Soft power is an important instrument of foreign policy and a tool in safeguarding national interests. Under various regimes after the advent of democracy in 1950, Nepal has experienced a turbulent effect of international influence on technology, governance capability, policy transfer, labor migration and climatic affairs. In these contexts, traditional diplomatic effort based on persuasive bargaining requires an interest based practice which is complicated for the countries like Nepal where military power and economy are considered to be public goods rather than strategic base for the expansion of domestic policy making the other countries follow. Nepal creates an exemplary image in coping with the internal and external threats even during the major political transitions in 1950, 1990 and 2006. In all these power sharing mechanisms, the immunity that galvanized internal forces with minimum experience of indirect influence from the neighbouring countries shows that soft power values in Nepal became the major component for managing internal tensions and mitigating external interests. At one hand, the sources of soft power rests on ancient value system and on the other, Nepal celebrates new political system confronting the values earlier regime survived on. Political crisis before 2015 and the natural disaster after it plunged Nepal into a serious threat. During the time of crisis it is need and the value that functions compared to the interest. This paper posits a central question that how soft power became a variant during the war to peace transition from 2006 to the period of implementation of constitution stipulated in 2015 with the result of a stable government. The first part of the paper explores the dimensions of soft power in Nepal- both perceived and practiced- after Jana Aandolan II. The effectiveness of soft power in maintaining the geostrategic importance through a constant coupling of soft power diplomacy adopted and endorsed in Nepal by the external powers and Nepal’s own soft power standpoint will be analyzed in the second part of the paper. The last section of the paper analyzes the challenges for effective implementation of soft power diplomacy in meeting the national interest. Key words: Soft power, geo-strategic importance, national interest


Author(s):  
I Ketut Adi Purnawan

 Implementation of  Information Technology (IT) in an organization require significant costs with high risk  of  failure [3]. Managing data is  a matter that must be done continuously by the organization and accompanied by monitoring and measurement of achievement that has been done as to meet the aspect of integrity, availablility. In this study using COBIT as a frame work in preparing the guidelines for information technology governance at PT.  X  on  DS11,  which  focuses  on  management of  data  about  the  level  of  concern  for management (management awareness) and  maturity level (maturity level).  The study and analysis indicates that the level of concern for management (management awareness) PT. X already on a fairly level and maturity level for the current maturity level (as is) at level 3 (defined process) and to the expected level of maturity located at level 5 (optimized). From the overall study results showed that PT. X has recognized that the data is an important organizational asset.


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