New Directions for IT Governance in the Brazilian Government

2009 ◽  
Vol 5 (4) ◽  
pp. 57-69 ◽  
Author(s):  
Fabio Perez Marzullo ◽  
Jano Moreira de Souza
Keyword(s):  
Intellectual Capital ◽  
Core Competencies ◽  
It Governance ◽  
Business Services ◽  
Investment Policies ◽  
Strategic Actions ◽  
Brazilian Government ◽  
Business Results ◽  
Public Resources ◽  
New Directions

This article presents an IT Governance Framework and a Competency Model that are being developed to identify the intellectual capital and the strategic actions needed to implement an efficient IT Governance program in the Brazilian Government. This work in progress is driven by the premise that the human assets of an organization should adhere to a set of core competencies in order to correctly prioritize and achieve business results that, regarding government issues, relate to public resources administration. It is now widely accepted that IT Governance may help the organization to succeed in its business domain; consequently, through effective investment policies and correct IT decisions the organization can align business needs with IT resources, achieving highly integrated business services.

New Directions for IT Governance in the Brazilian Government

2011 ◽  
pp. 313-334
Author(s):  
Fabio Perez Marzullo ◽  
Jano Moreira de Souza
Keyword(s):  
Core Competencies ◽  
It Governance ◽  
Strategic Decisions ◽  
Business Services ◽  
Investment Policies ◽  
It Alignment ◽  
Brazilian Government ◽  
Business Goals ◽  
Public Resources ◽  
New Directions

This chapter presents an IT Governance Framework and a Competency Model that was developed to identify the intellectual capital and the strategic actions needed to implement an efficient IT Governance programme in Brazilian Government Offices. This work is driven by the premise that the human assets of an organization should adhere to a set of core competencies in order to prioritize and achieve business goals that, when seen from a government perspective are related to public resources management. IT Governance may help the organization to succeed in its business domain; consequently, through effective investment policies and strategic decisions on IT assets, the organization can come up with a business-IT alignment proposal, capable of enabling and achieving highly integrated business services.

Services Outsourcing and Productivity Growth

2018 ◽  
Vol 19 (2) ◽  
pp. 192-209 ◽  
Author(s):  
Sonia Mukherjee
Keyword(s):  
Productivity Growth ◽  
Manufacturing Sector ◽  
Core Competencies ◽  
Marketing Research ◽  
Manufacturing Firms ◽  
Professional Services ◽  
Business Services ◽  
Positive Role ◽  
Firm Level ◽  
The Impact

The article studies the impact of outsourcing services on the productivity growth of the Indian manufacturing firms. By the term services we mean different expenses on services incurred by the manufacturing firms, such as, advertising, marketing, research and development, consultancy, auditing, business services, knowledge-based services, technical, legal and other professional services (including information communication and technology services). With further expansion in newer services, a higher demand has come from the Indian manufacturing sector. With intensive usage of services in the manufacturing production process, the performance and the manufacturing can focus on the core competencies with outsourced and cheaper services from expert service provider. For this purpose, the firm-level data have been collected from the annual financial statements of the Centre for Monitoring of the Indian Economy’s Prowess database. The econometric results conclude that services have played a positive role in improving the productivity growth of the aggregate Indian manufacturing firms and at the disaggregated level, especially for industrial groups such as food, beverage and tobacco; textiles, gems and jewellery; transport; machinery; metal, rubber and plastic; leather and footwear; and chemicals, services have played a favourable role in boosting the productivity growth. JEL: D24, L80, L60

Transforming Digital Enterprises Towards Web Scale With Machine Learning

2021 ◽  
pp. 241-260
Author(s):  
Tasneem Aamir
Keyword(s):  
Machine Learning ◽  
Information Technology ◽  
Life Cycle ◽  
Business Models ◽  
It Governance ◽  
Business Services ◽  
Enterprise Transformation ◽  
Modern Application ◽  
Digital Enterprise ◽  
Present Understanding

Digital enterprise transformation focuses on alignment of processes, products, services, business models, and technologies to perceive business value. Digital business integration in an organization utilizes information technology and its tools to drive and manage the life cycle of digital enterprise transformation. It utilizes the practices and approaches of IT governance with modern application tools and APIs. The millennium brought many technological advancements over internet technologies and these technologies operate numerous applications and business services. The span of digital enterprises is expanding and continues to grow with their evolution on a web scale. This chapter is an effort to present understanding about machine learning and automation around businesses intelligence and analytics on a web scale. The chapter provides a brief summary of technologies used in digital enterprise transformation for all the domains of an organization.

On Leadership, Intellectual Capital Creation and IT Governance

2011 ◽  
pp. 143-156
Author(s):  
David O’Donnell ◽  
Lin Guo
Keyword(s):  
United States ◽  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Knowledge Creation ◽  
Dynamic Capabilities ◽  
It Governance ◽  
The United States ◽  
Pragmatic Argument

This chapter positions a discussion of intellectual capital, governance, IT and leadership in the context of a resource-based and dynamic capabilities view of the firm. It then discusses in very pragmatic terms how leadership may be associated with IT governance and both knowledge sharing and knowledge creation from a micro-practices perspective. The chapter then presents four vignettes on the experiences of exemplary pioneering leaders to illustrate this argument. The leaders chosen are Leif Edvinsson of Scandia in Sweden, Robert Buckman of Buckman Laboratories in the United States, Hu Gang of NCD in China, and Lars Kolind of Oticon in Denmark. The chapter concludes with the pragmatic argument that leadership matters.

Personal welfare and intellectual capital: the case of football coaches

2014 ◽  
Vol 15 (1) ◽  
pp. 189-202 ◽  
Author(s):  
Eduardo Tomé ◽  
Iuliia Naidenova ◽  
Marina Oskolkova
Keyword(s):  
Intellectual Capital ◽  
Least Squares Method ◽  
Core Competencies ◽  
Ordinary Least Squares ◽  
Positive Influence ◽  
Content Type ◽  
Football Coaches ◽  
Proxy Indicators ◽  
Personal Welfare ◽  
Ordinary Least Squares Method

Purpose – The purpose of this paper is to present a framework that helps to analyze the dependence between personal welfare and individual (personal) intellectual capital (IIC). The authors also introduce the system of proxy indicator for personal intellectual capital (IC) of football coaches. Design/methodology/approach – This paper employs the idea that personal welfare depends on personal IC, particularly, talent. That is why initially the literature analysis of welfare phenomenon was provided. Then the system of available proxy indicators of football coaches’ IC was designed. To achieve the purpose a linear function is estimated with the help of ordinary least squares method. Findings – The chosen set of IC proxy indicators explain the significant part of coaches’ salary. Such proxies as improvement in the championship table and coach's image in media have a significant and positive influence on coach's salary. Whereas, lowering the position of the club does not considerably affect the coach's wealth. A clubs’ financial capacities and budget also influences coaches’ salaries. Research limitations/implications – Traditional limitation of proxy indicators-based studies is connected with their eligibility and complexity. Practical implications – The possibility to codify IC of a person enables to analyze core competencies necessary in a particular activity or profession for success achievement. Moreover a policy of inequality reduction should take into account that intangible assets are at the base of those persons wealth. Originality/value – This is the first paper that employs IC concept to people wealth while previous literature is dedicated to companies’ or countries’ IC.

The Relevance of Intellectual Capital in Shared Service Centres

2018 ◽  
Vol 14 (2) ◽  
pp. 1-16
Author(s):  
Luisa Domingues ◽  
Agostinho Sousa Pinto ◽  
Carlos José Guterres
Keyword(s):  
Intellectual Capital ◽  
Explicit Knowledge ◽  
Continuous Process ◽  
Shared Services ◽  
Exploratory Research ◽  
Service Effectiveness ◽  
New Directions ◽  
Shared Service ◽  
Different Levels ◽  
Centres Of Expertise

In the context of shared services, considering the intrinsic characteristics of the concepts service and sharing, organizational knowledge can assume different levels of relevance depending on the models adopted, from the most conventional to the most recent models considered as new forms of shared services. These are: Centres of Competence, Centres of Excellence, Centres of Expertise and Technical Centres. According to Nonaka, the creation of new knowledge takes place in a continuous process of transformation of tacit knowledge into explicit knowledge. Marciniak correlates the new models of shared services with the tacit and explicit knowledge. Domingues presents in the SSAM model the concept of intellectual capital as the driving force of innovation and quality service effectiveness. This article, using a qualitative approach and constructivist paradigm, develops exploratory research that aims in new directions and horizons at the confluence of these three models (Nonaka, SSAM and Marciniak) in knowledge management at shared service centres.

A Collaborative Model of Information Technology Strategic Plan for the Government Sector

2013 ◽  
Vol 4 (4) ◽  
pp. 29-38
Author(s):  
Wagner N. Silva ◽  
Marco A. Vaz ◽  
Jano M. Souza
Keyword(s):  
Information Technology ◽  
It Governance ◽  
Strategic Plan ◽  
Strategic Objectives ◽  
Service Levels ◽  
Brazilian Government ◽  
Administrative Efficiency ◽  
Use Of Resources ◽  
Government Sector ◽  
The Government

Information Technology (IT) is strategic for organization management (Stair & Reynolds, 2005), although, many companies lack IT governance and planning, skilled people, defined and institutionalized methods and procedures, internal controls and indicators, and structures for agreement service levels and information security, legality, and economy. In this scenario, a minimum organization and control in the use of resources is needed to boost technical and administrative efficiency, with a focus on IT governance. An Information Technology Strategic Plan (ITSP) aims at discovering the resources and IT in an organization, to direct the technological and information architecture to its strategic objectives. The Brazilian Government issued a Normative Instruction (NI04) for public organizations to develop IT Strategic Plans so that they can purchase products and services. In order to help organizations develop, control and manage their ITSPs, a model was created that defines a set of auxiliary steps in the construction of the ITSP. Throughout this article we present an ITSP development and management model, its evaluation, and our conclusions.

IT Governance Considerations for Permissioned Blockchains

2020 ◽  
Author(s):  
Jose Victor Lineros
Keyword(s):  
Capacity Planning ◽  
It Governance ◽  
Accounting Data ◽  
Internal Auditors ◽  
Business Results ◽  
Smart Contract ◽  
Permissioned Blockchains ◽  
And Storage

The operational advantages of permissioned blockchains utilize collaborative, private, immutable, append-only distributed ledgers to strategically optimize business results. Accordingly, the importance of related IT governance frameworks is growing. Strategic IT governance, especially regarding permissioned blockchains, is crucial to accurate, valid, and complete accounting data. And while permissioned blockchains such as Hyperledger Fabric, Corda, and Quorum can enhance business collaborations, attention to IT governance is critical. Reviewing blockchain IT governance is necessary if the benefits of encryption, hashing, and distributed ledgers are to be realized. Understanding the potential weaknesses of flawed capacity planning (computational and storage), cybersecurity risks, litigation uncertainty, regulatory refutation, and smart contract vulnerabilities is key. Exacerbating the situation is that many ofthese weaknesses are likely to grow as permissioned blockchains propagate. If internal auditors do not preemptively address these IT governance issues, both management and internal auditdepartments could fail their stakeholders.

Strategic Planning for Information Technology

2019 ◽  
pp. 370-385
Author(s):  
Wagner N. Silva ◽  
Marco Antonio Vaz ◽  
Jano Moreira Casa de Oswaldo Cruz
Keyword(s):  
Information Technology ◽  
It Governance ◽  
Strategic Objectives ◽  
Service Levels ◽  
Organization Management ◽  
Brazilian Government ◽  
Administrative Efficiency ◽  
Use Of Resources ◽  
Strategic Plans ◽  
And Control

Information technology (IT) is strategic for organization management, although many companies lack IT governance and planning, skilled people, defined and institutionalized methods and procedures, internal controls and indicators, and structures for agreement service levels and information security, legality, and economy. In this scenario, a minimum organization and control in the use of resources is needed to boost technical and administrative efficiency, with a focus on IT governance. An information technology strategic plan (ITSP) aims at discovering the resources and IT in an organization to direct the technological and information architecture to its strategic objectives. The Brazilian government issued a normative instruction (NI04) for public organizations to develop IT strategic plans so that they can purchase products and services. In order to help organizations develop, control, and manage their ITSPs, a model was created that defines a set of auxiliary steps in the construction of the ITSP.

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