IT Governance in a Networked World: Multi-Sourcing by Laurence Lock Lee

By Laurence Lock Lee

The outsourcing of IT companies during the last decade has caused a necessity to reconsider the way it governance and sourcing will be performed.

IT Governance in a Networked international: Multi-Sourcing suggestions and Social Capital for company Computing offers theories referring to company social capital, highbrow capital, and social networks for academicians, practitioners, and box researchers. This e-book addresses dating demanding situations in a global that's changing into more and more networked, delivering invaluable frameworks and practices for IT governance.

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Sample text

In the IT domain however, no such legal authority exists. Many of the public IT Governance frameworks identify themselves with the spirit of these legally enforceable corporate governance schemes, but in fact there is no single authority to enforce compliance to any given IT Governance arrangement once one moves beyond the scope of a single firm or organisation. Therefore as the business world increasingly adopts partnering, joint ventures and alliances as the mode for conducting business then the demand for peer to peer cooperative arrangements will materialise.

The review identifies a life cycle for knowledge from its generation and discovery through to its application for business benefit. Complementary to the study of KM is the study of intellectual capital (IC). IC could be viewed as the asset that is created through effective sharing of knowledge. It is mostly associated with the firm level of analysis and presents an alternative explanation for the valuation for the firm than the traditional accounting treatments. The relevance of this intelligent enterprise treatment to IT Governance and multisourcing is the recognition that it is principally services that are being sourced and governed.

In terms of corporate governance there exists a global “generally accepted” accounting standard which has been extended to broader regulatory mechanisms of which Sarbanes-Oxley is an example for USA registered firms. In the IT domain however, no such legal authority exists. Many of the public IT Governance frameworks identify themselves with the spirit of these legally enforceable corporate governance schemes, but in fact there is no single authority to enforce compliance to any given IT Governance arrangement once one moves beyond the scope of a single firm or organisation.

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