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A study on the impact of non-operational mechanisms on the effectiveness of public IT governance

This study proposes an analysis of non-operational mechanisms that can impact the effectiveness of information technology (IT) governance in the Q2 Brazilian public administration. A questionnaire was sent to IT managers and experienced professionals in the area of IT governance, who work in public organizations. Based on the collected data, we used the structural equations technique to verify the impact of the following mechanisms on the effectiveness of IT governance: top management support; performance of the IT steering committee; use of IT strategic planning; performance of the IT investment portfolio management. The study indicates that the ﬁrst three mechanisms do not inﬂuence the perceived effectiveness of information technology governance in the Brazilian public sector. However, the performance of the IT investment portfolio management has a direct and positive consequence on effectiveness; also, as a mediating variable, it signiﬁcantly affects the performance of the IT steering committee, increasing the effectiveness of Brazilian public IT governance. Through the achieved results and the analysis of these effects, this study aims to contribute theoretically to the literature on IT governance, as there are few studies that examine which mechanisms assist to establish this effectiveness in public organizations, and even less when it comes to the Brazilian public sector.


Resumen
En este estudio los autores proponen un análisis de los mecanismos no operacionales que pueden influir en la efectividad de la gobernanza de tecnología de la información en la administración pública. Se ha aplicado un cuestionario a gestores del área de tecnología de la información y a profesionales experimentados en el área de gobierno de TI que trabajan en organizaciones de la administración pública. Se ha aplicado a los datos recogidos la técnica de ecuaciones estructurales con el fin de verificar la influencia de los siguientes mecanismos en la efectividad de la gobernanza de TI: apoyo de la alta dirección; actuación de la comisión de dirección de TI; utilización del plan estratégico de TI; actuación de la gestión de cartera de inversiones de TI. Los resultados indican que los tres primeros mecanismos no tienen influencia en la efectividad percibida

Introduction
Brazilian public administration is inspired by the theoretical models of the New Public Management and New Public Governance, which require state efficiency together with the provision of public services of higher quality, and based on social control and warranty of individual rights (Bresser-Pereira, 2007;Imasato, Martins, & Pieranti, 2011).
In this scenario, public organizations are subject to the influence of stakeholders in establishing their institutional activities, since the interested parts affect and are also affected by the achievement of the organizations' objectives (Freeman & Reed, 1983).
Hence, in the technological field, IT governance is established as part of corporate governance, which is understood as a set of mechanisms of structures, procedures and relationships defined by top management, in order to direct IT actions and to exercise control over their use and management (Information Systems Audit and Control Association [ISACA], 2011;Peterson, 2003;Weill & Ross, 2006).
In view of this context, this research aimed to answer the following question: which non-operational mechanisms affect the level of perceived effectiveness of IT governance in public administration?
Hence, this study sought a theoretical and practical contribution on how IT governance and its mechanisms evolve in public organizations, which differ from the private sector. Government institutions are strongly influenced by the political environment and by the accomplishment of legal norms and provisions, besides having to carry out ceremonies, rites and cultural myths, rather than the search for investment remuneration and financial results (Campbell, McDonald, & Sethibe, 2009; Rodrigues &