IT Governance, Culture, and Individual Behavior

Pedro Fernandes

, Rúben Pereira

and Guilherme Wiedenhoft

Instituto Universitário de Lisboa (ISCTE-IUL), Portugal

Institute of Economics, Administration and Accounting Sciences at Federal University of Rio Grande, Brazil

Keywords: It Governance, Organizational Citizenship Behavior, Organizational Culture, Systematic Literature Review.

Abstract: Information technology (IT) has become vital to organizations' success. For this reason, IT Governance (ITG)

is necessary to control better solutions, sustainable development, and better decision-making. Since an

organization's advantage lies in its employees' behavior, this study analyses the impact of ITG

institutionalization on the key dimensions of Organizational Citizenship Behavior (OCB). OCB describes

individuals' voluntary commitment to an organization. Plus, to moderate this relationship, Organizational

Culture (OC) is recognized as an essential asset that affects OCB behaviors and attitudes and ITG performance.

In summary, the findings of this study contribute to the development of a conceptual model that considers

different OC types to explain how the institutionalization of ITG affects individuals' behavior.

1 INTRODUCTION

Information technology (IT) has become essential to

sustainable business growth, and organizations must

govern it effectively (De Haes et al., 2020). IT

Governance (ITG) is how organizations strategically

align IT with business, including leadership,

organizational arrangements, patterns, and processes

(Hardy, 2006; Jacobson, 2009).

Organizations can pragmatically deploy ITG

using a mixture of structure, process, and relational

mechanisms (Smits & Van Hillegersberg, 2015).

These mechanisms can be adopted by following two

principles (Wiedenhöft et al., 2017, 2019). Firstly, the

regulatory aspects of ITG, which pertain to the

processes and legal aspects of ITG. Second, the

normative side of ITG focuses on individuals dealing

with IT-related decisions and activities (Fernandes,

Pereira, & Wiedenhöft, 2021). It is known as the

behavioral side of ITG and is the focus of this study.

Depending on the individual behavior dealing

with IT, the success of an ITG implementation

depends heavily on the prevailing organizational

culture (OC) (Aasi et al., 2014). The implementation

process can generate noise without considering it,

causing employees not to adopt the desired IT usage

practices and behaviors (Sousa et al., 2019). For

example, an OC that enhances communication,

innovation, and creativity positively influences ITG

performance and outcomes (Aasi et al., 2016).

A clear incentive for desirable behavior is

essential for effective governance. A good business-

IT relationship is enabled by good behavior. In

contrast, inappropriate behaviors undermine it (Juiz

& Toomey, 2015). The concept used to understand

individuals' behavior is Organizational Citizenship

Behavior (OCB). OCB is defined as individuals'

behavior that benefits the organization voluntarily

without being rewarded (Organ, 1988, 2015).

Many authors tried to redefine OCB's ideas and

outcomes (Dekas et al., 2013; Organ, 2018). In 2013,

Dekas et al. acknowledged the importance of IT and

suggested that it may predict future trends in the

broader workforce and OCB. The study between

OCB and ITG was pioneered years later, with authors

arguing that ITG promotes OCB by encouraging

desired behavior in using IT (Fernandes, Pereira, &

Wiedenhöft, 2021; Wiedenhöft et al., 2017, 2019).

This study works with Dekas et al.'s (2013)

motivation but with OC as a primary vector, which

we assume influences both ITG and OCB concepts as

a relationship and individually. The institutional

theory also supports this study based on how

individuals perceive ITG implementation in their

organizations (Scott, 2008). Thus, Figure 1

synthesizes this study's problem: Does the perception

of ITG institutionalization positively affect

individuals' behavior over the lens of the OCB

concept, and how do the organizational cultures

influence it?

Fernandes, P., Pereira, R. and Wiedenhoft, G.

IT Governance, Culture, and Individual Behavior.

DOI: 10.5220/0010945700003179

In Proceedings of the 24th International Conference on Enterprise Information Systems (ICEIS 2022) - Volume 2, pages 465-472

ISBN: 978-989-758-569-2; ISSN: 2184-4992

465

Figure 1: Research problem.

As exposed in figure 1, there is a need for in-depth

research to answer this question. As a result, this

study aims to synthesize and clarify the literature

related to ITG, OCB, and OC and understand their

relationships. The literature review was conducted

using a systematic literature review (SLR). Fifty-

three articles from respected journals, conferences,

and books were analyzed.

2 RESEARCH METHOD

Following the standard guidelines, an SLR was

carried out to find the works related to this one

(Kitchenham, 2007). Our search included all English

language articles available online that relate at least

two of the study's three main concepts. After that, the

filtration process comprises four filters: 1 – Article

title, abstract, or keywords; 2 – Duplicates; 3 –

Unranked or lower-ranking articles (Scimago and

conference ranks); 4 – irrelevant articles.

The search strategy also included electronic

databases in the IT area (AIS eLibrary, EBSCO,

SpringerLink, Scopus, Taylor & Francis Online, Web

of Science, Wiley Online Library). Plus, a search

string was defined to search across all repositories.

Search String: (("Information Technology

Governance" OR "IT Governance" OR "ITG" OR

"ITG formalization" OR "ITG mechanisms") AND

("Organizational Citizenship Behavior" OR "OCB"))

OR (("Information Technology Governance" OR "IT

Governance" OR "ITG" OR "ITG formalization" OR

"ITG mechanisms") AND ("Organizational culture"))

OR (("Organizational culture") AND

("Organizational Citizenship Behavior" OR "OCB"))

Initially, fifty articles were found. Then, two

literature reviews on OC and ITG were found (Aasi

et al., 2014; Sousa et al., 2019). Thus, the snowballing

process was carried out (Wohlin, 2014). Fifty-three

articles compose our final selection.

The predominance is on the relation between OC

and OCB with thirty-two articles. In second with

eighteen articles, the relation between ITG and OC.

Also, three articles on OCB and ITG. Finally, the

three concepts have never been studied, opening a

wide door for hypotheses.

3 CONCEPTUAL BASIS

3.1 IT Governance

For a long time, ITG was linked with the individuals'

behavior in using IT. Nowadays, researchers define it

more broadly, relating ITG to corporate governance

and business (De Haes et al., 2020; Weill & Ross,

2004). ITG is an integrative and essential asset of

more comprehensive corporate governance that

focuses on IT's role in the organization (Rowlands et

al., 2014). As a result, it applies corporate governance

concepts to create and protect IT value and defines IT

roles and responsibilities to minimize risks related to

IT (Hardy, 2006).

3.2 Organizational Citizenship

Behavior

OCB is defined as individuals' behavior that benefits

the organization voluntarily without being rewarded

(Organ, 1988). These behaviors are characterized by

spontaneous and innovative actions essential for

effective organizations, sustainable business growth,

and better job performance (Organ, 2015). This study

uses OCB with the premise that ITG acts on its

antecedents, considering that by institutionalizing

ITG, organizations are encouraging the desired

behavior in the use of IT, which will enhance these

behaviors in individuals (Fernandes, Pereira, &

Wiedenhöft, 2021; Wiedenhöft et al., 2017, 2019).

3.3 Organizational Culture

OC is composed of values, norms, objectives, and

expectations commonly shared by the organization's

members (Quinn & Rohrbaugh, 1983). Personifying

the concept, OC is the organization's personality

(Rowlands et al., 2014). A well-defined OC plays a

vital role in the organization, improving its members'

commitment and enhancing performance (Sharoni et

al., 2012). OC can have many types of profiles,

diverging in their combination of values (Cameron &

Quinn, 2011). Despite having a prevailing culture

type, no organization matches perfectly into a single

one, reflecting their emphasis on various values

(Quinn & Rohrbaugh, 1983; Wijesinghe et al., 2019).

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4 THEORETICAL MODEL

4.1 ITG and OC

It is commonly referred to in the ITG literature that

OC is important for smooth implementation and that

it can be a primary concern when issues arise (McCoy

et al., 2009; Wiedenhöft et al., 2015). Satidularn et al.

(2011) argue that OC leads to a better understanding

of ITG implementation among employees. Yet, it is

difficult for organizations to make these changes, and

there is a lack of clear understanding of "how,"

"what," and "why" culture influences ITG (McCoy et

al., 2009). It is only known that when managing ITG

mechanisms, a culture around ITG is critical to

creating alignment between business and IT, resulting

in more IT-enabled value creation (ISACA, 2012).

According to these findings, it is verifiable that

OC can influence the implementation of an ITG

model differently and, therefore, affect its

performance. Therefore, this section's general

hypothesis is H1: The predominant organizational

culture affects how individuals perceive the

institutionalization of ITG in the organization. As

shown in figure 2, three hypotheses were created that

will allow us to validate how different types of OC

influence the Wiedenhöft et al. (2017, 2019) ITG's

institutionalization dimensions and validate the

central hypothesis of this section.

Figure 2: OC & ITG research model.

H1a: Organizations with a dominant hierarchy

culture higher tend to have a more robust perception

by the individuals of its ITG structure formalization.

An ITG's structure represents the organization's

formal position toward technology, is part of ITG's

normative institutionalization, and emphasizes social

action empowerment (Davison & Ou, 2017; Scott,

2008). In addition, employees' perception of formal

ITG structure can encourage them to share a goal,

respect and appreciate organizational processes, and

communicate with each other (Wiedenhöft et al.,

2019). To avoid a formal unperceived ITG structure,

the IT must be aligned with their business needs and

guarantee stakeholders' interests (Chin et al., 2004;

Sousa et al., 2019). According to El-Mekawy et al.

(2014), an organization that potentiates a hierarchy

culture will enhance the individual's perception of

formalized structures and processes, increasing

efficiency, consistency, and effectiveness.

H1b: Organizations with a dominant hierarchical

culture tend to have a more robust perception of

individuals adopting ITG mechanisms. From Scott's

(2008) model perspective, the ITG regulatory's

institutionalization results from its adopted

mechanisms, reflecting organizational compliance

with rules and laws. Understanding the importance of

adopting the mechanisms can help IT employees

accept their roles and responsibilities, leading ITG to

run smoothly (Aasi et al., 2014; Arikan & Borgman,

2020). Thus, OC can determine how top management

can structure and use the ITG mechanisms to achieve

a higher performance of ITG (Wijesinghe et al., 2019;

Willson & Pollard, 2009). A culture focused on

patterns, policies, and procedures enables an

organization to easily adapt to and legitimize ITG

mechanisms to avoid unplanned events that violate

policies. Hierarchical organizations may benefit from

the ITG mechanism with its formal rules and policies

as it requires structured processes and organizational

processes (Janssen et al., 2013).

H1c: Organizations with an adhocracy-oriented

or a clan-oriented culture tend to have a more robust

individual perception of ITG's institutionalization

effectiveness. ITG's legitimacy arises from the

perception of its effectiveness, which, by meeting a

standard definition, a clear role, or a recognizable

model, creates a model that is inspiring and copied by

other organizations (Scott, 2008; Wiedenhöft et al.,

2019). By interacting with ITG mechanisms,

individuals can perceive the effectiveness of ITG,

thereby respecting the principles and objectives of

ITG (Satidularn et al., 2011). Thus, organizations

with a culture that improves communication styles

and enhances attitudes towards innovation and

creativity positively influence the performance and

outcomes of ITG (Aasi et al., 2016; Aasi & Rusu,

2017). Since adhocracy-oriented cultures are very

innovative, they provide higher IT effectiveness (Aasi

et al., 2016). The clan-oriented culture also works

well in this context since communication dominates

its values (Cameron & Quinn, 2011).

4.2 OC and the OCB

Researchers have interpreted how OC affects OCBs

in diverse ways. There are references to OC as an

antecedent (Biswas & Varma, 2012; Park et al., 2013;

Tagliabue et al., 2020), a potential moderator

(Erkutlu, 2011; Marcos et al., 2020; Sharoni et al.,

2012), a predictor (Teh et al., 2012), an effective tool

IT Governance, Culture, and Individual Behavior

467

for performing it (Alsheikh & Sobihah, 2019; Jeong

et al., 2019; Susita et al., 2020), and with OCB as part

of and one of the many OC's measures (Desselle et

al., 2017, 2018; Desselle & Semsick, 2016;

Jafarpanah & Rezaei, 2020; Setyaningrum, 2017;

Yuliusdharma et al., 2019). Nevertheless, there is a

consensus that OC impacts how employees perform

citizenship behaviors (Jo & Joo, 2011; Todd et al.,

2009). Organizations state how things are done

through their culture, which influences their

employees' behavior, resulting in how they manifest

different OCBs, which can be beneficial or

detrimental to the organization (Setyaningrum, 2017;

Susita et al., 2020). According to Song et al. (2009),

different OC types can cause different reactions based

on the relationships perceived by employees. The

literature reports that in cultures where people are

more identified with their profession and

organization, they feel more satisfied and perform

more OCBs oriented towards their organization

(Conscientiousness, sportsmanship, Civic Virtue)

(Lopez-Martin & Topa, 2019; Tagliabue et al., 2020).

In contrast, in team-oriented cultures where

employees identify more with the workgroup,

increasing employees' beliefs that they have a trust-

based bond with all employees, they are more likely

to perform individual OCBs (Altruism, Courtesy)

(Limpanitgul et al., 2013; Yin Yin Lau et al., 2020).

Organizations always try to adjust their own

culture to enhance the OCBs that best fit their

employees, consequently impacting their and the

organizations' performance (Appelbaum et al., 2004;

Huang et al., 2020). Thus, this section's general

hypothesis is H2: The predominant organizational

culture affects the level and kind of OCBs individuals

demonstrate. Figure 3 shows the five hypotheses

created to validate the influence of different OC types

on the five most-used OCB dimensions (Fernandes,

Pereira, Wiedenhöft, et al., 2021) created by Organ

(1988) and validate this section's central hypothesis.

Figure 3: OC & OCB research model.

H2a: Individuals in an organization with a

dominant adhocracy-oriented or a clan-oriented

culture demonstrate higher altruism levels. Altruistic

behaviors represent an employee's philosophy about

helping others (Goodman & Svyantek, 1999; Liu &

Fellows, 2008). Thus, the perceptions of what

happens in the organization may have less impact on

this variable's performance than on a group and team-

based culture (Goodman & Svyantek, 1999). The

orientation towards innovation also favors these

attitudes and behaviors (Lopez-Martin & Topa,

2019). A clan culture emphasizes the importance of

human resource development by rewarding

teamwork, participation, and consensus. In an

adhocracy culture, the organization encourages

innovation, individual initiative, and freedom

(Cameron & Quinn, 2011).

H2b: Individuals in an organization with a

dominant market-oriented or a hierarchy-oriented

culture demonstrate higher conscientiousness levels.

Conscientiousness is characterized as citizenship

behavior toward the organization (Organ, 1988).

Represents employee actions that goes beyond the

organization's minimum requirements (i.e.,.

attendance, punctuality) (Liu & Fellows, 2008).

Conscientiousness is more likely to be demonstrated

in an organization with well-defined norms and

processes (Jeong et al., 2019; Lopez-Martin & Topa,

2019; Park et al., 2013). Thus, the market or

hierarchical cultures show how organizations use

formal rules and policies to remain united, care for the

safety of their employees, and highlight external

relations that drive competitiveness to achieve results

(Cameron & Quinn, 2011).

H2c: Individuals in an organization with a

dominant clan-oriented culture demonstrate higher

sportsmanship levels. Organ (1988) defined

sportsmanship as the free will to accept and tolerate

work's inevitable inconveniences. Employees with

solid sportsmanship will not complain when others

bother them, maintain a positive attitude despite

adversity, and avoid offending others when their

suggestions and ideas are ignored. (Liu & Fellows,

2008; Podsakoff et al., 2000). Thus, clan cultures will

affect sportsmanship, where the task interdependence

of the teams is high (Ehrhart et al., 2015;

Yuliusdharma et al., 2019).

H2d: Individuals in an organization with a

dominant market-oriented culture demonstrate

higher civic virtues levels. Civic virtue is a

willingness to participate in the organization's

governance and pursue its best interests, regardless of

personal costs (Liu & Fellows, 2008; Organ, 1988;

Podsakoff et al., 2000). Market cultures often foster

this kind of behavior and attitude to achieve high

levels of efficiency and productivity in the long run

(Jeong et al., 2019; Park et al., 2013). As a result, the

market culture encourages individual participation,

develops commitment, and emphasizes winning

(Cameron & Quinn, 2011).

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H2e: Individuals in an organization with a

dominant clan-oriented or a hierarchy-oriented

culture demonstrate higher courtesy levels.

Courteous behaviors present a kind of gesture toward

others, helping them prevent work-related problems,

for example, notifying them before acting in a way

that may affect them (Liu & Fellows, 2008). Some

points favor this type of behavior (Park et al., 2013).

First, team interdependence creates a proper

environment for providing extra help to co-workers in

a clan-based culture. In a hierarchical culture, the

emphasis on rules and regulations will enhance the

demand and help create control and stability

(Cameron & Quinn, 2011).

4.3 ITG and the OCB

ITG is the decision-making structure that determines

each individual's IT responsibilities and defines the

necessary mechanisms to stimulate the desired

behaviors concerning IT resources, aiming to meet its

objectives and respect its principles (Weill and Ross,

2004). The relationship between OCB and ITG

started being studied with the premise that ITG acts

in OCB's antecedents, considering that some

behaviors improve due to the perception of ITG

institutionalization, mainly by encouraging desired

behavior on IT use (Fernandes, Pereira and

Wiedenhöft, 2021; Wiedenhöft et al., 2017, 2019).

OCB is essential for enhancing organizational

effectiveness, and its absence may lead to adverse

outcomes. We believe that perception of ITG

adoption is one of the many factors that influence

OCB, as it can affect employees' ability to share a

purpose, goodwill about organizational processes,

and the ability to communicate, which helps the

organization to be more efficient (Teh et al., 2012;

Wiedenhöft et al., 2019). Therefore, this section's

general hypothesis is H3: ITG institutionalization

positively affects individuals' behavior over the OCB

concept lens. Figure 4 shows five hypotheses that will

allow us to validate the influence of the individuals'

perception of ITG's adoption on the five most-used

OCB dimensions created by Organ (1988) and then

validate the central hypothesis in this section.

Figure 4: ITG & OCB research model.

H3a: The ITG institutionalization positively

affects altruism behavior. Altruism can be positively

affected by promoting knowledge exchange

practices, such as fostering collaborative networks

and knowledge sharing, enhancing employees' ability

to help others (Wiedenhöft et al., 2017).

H3b: The ITG institutionalization positively

affects conscientiousness behavior. Conscientious

behaviors can be enhanced by promoting greater

compliance with the organizations' rules, making

individuals aware of the importance of effective and

optimized use of the organization's resources (Janssen

et al., 2013; Scott, 2008; Weill & Ross, 2004).

H3c: The ITG institutionalization positively

affects sportsmanship behavior. Sportsmanship can

be positively affected by the involvement of

individuals who understand their roles in the ITG

process as an organizational phenomenon, which can

enhance the perception of organizational support and

help employees deal with work displeasures without

complaining (Wiedenhöft et al., 2019).

H3d: The ITG institutionalization positively

affects civic virtue behavior. Civic virtue can be

enhanced if individuals perceive getting feedback and

organizational reciprocity, contributing to employees

adopting pro-organizational behaviors and attitudes,

such as constructive suggestions for improvement,

even at a high personal cost (Wiedenhöft et al., 2019).

H3e: The ITG institutionalization positively

affects courtesy behavior. Courtesy can be affected

by promoting greater compliance with the

organizations' rules and, second, by providing

collaborative and communication tools. This way, the

individuals can help their colleagues prevent work-

related problems, such as notifying them before

taking inappropriate actions (Liu & Fellows, 2008).

4.4 Conceptual Model

As presented in Figure 5, this conceptual model aims

to validate the influence of ITG institutionalization on

OCB and OC's role as a potential moderator of this

relationship. Believing that OC can impact the

relationship of these elements by the way it affects

them individually. First, by understanding that,

together with managing the ITG mechanisms and

managing culture around ITG, it is possible to achieve

alignment between business and IT and enable more

IT value creation (ISACA, 2012). Secondly, by

performing its culture, organizations state the 'way

things are done here,' influencing their employees'

behavior, and consequently, how they manifest

different OCBs (Sharoni et al., 2012; Stamper and

IT Governance, Culture, and Individual Behavior

469

Dyne, 2001). Finally, the last hypothesis of this study

emerges:

H4: The organizational culture will moderate the

relationship between ITG and OCB.

Figure 5: Conceptual model.

5 CONCLUSIONS

In this study, a conceptual model previously

presented provides an understanding of how ITG

institutionalization affects individuals' behavior

under the lens of different organizational cultures.

The resolution of its hypothesis will allow

organizations to see the role ITG plays in OCB,

checking if, by implementing their ITG Mechanisms,

they are increasing their employees' OCBs and,

consequently, organizational effectiveness (Rego &

Pina e Cunha, 2008). Additionally, organizations will

identify their employees' existing and desired OC

(Cameron & Quinn, 2011). They will learn how

culture affects ITG institutionalization and

employees' OCBs, individually and with one another,

and compare results with other cultures.

Overall, this study will be completed in a

descriptive-confirmative ex post facto, materialized

in a survey to be answered by workers from a vast

number of organizations worldwide. As a test of the

overall model and hypotheses, we will use validated

instruments from previous research studies, followed

by a factor analysis using Partial Least Square (PLS)-

Structural Equation Modeling (SEM) (PLS-SEM).

ACKNOWLEDGEMENTS

This work is partially funded by national funds

through FCT - Fundação para a Ciência e Tecnologia,

I.P., under the project FCT UIDB/04466/2020.

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