Information Security Management - Insights in the digital context

This position paper presents an overview of key insights pertaining to the management of information security in the digital business context, as derived from pertinent academic and practitioner literature. These insights, along with insights from subject matter experts, have informed development of IVI’s IT-CMF Information Security Management (ISM) Critical Capability

Information Security Management - Insights in the digital context

This position paper presents an overview of key insights pertaining to the management of information security in the digital business context, as derived from pertinent academic and practitioner literature. These insights, along with insights from subject matter experts, have informed development of IVI’s IT-CMF Information Security Management (ISM) Critical Capability

Driving SME Competitiveness in a Dynamic Business Landscape – Leveraging an IT Capability Mindset

The criticality of SMEs to the recovery and stability of world economies is para mount. Yet, growing and sustaining competitiveness in a business landscape characterised by dynamic market forces is undoubtedly challenging. Nonetheless, the increasing pervasiveness of globali z ation and ICT diffusion and innovation over the past decade, and the resulting changes in how companies now need to operate, have paved the way for smaller, more agile enterprises to compete with well established organi z ations. A more level playing field has emerged, with some individuals arguing that SMEs are now b etter positioned to gain maximum benefit from recent technological advances due to their greater agility comparative to that of larger organi z ations. However, technology in itself is not sufficient to acquire a competitive edge in today’s dynamic markets. Hence, how can SMEs turn the potential benefits of recent technological advances into a sustainable competitive advantage? Or, to put it another way, how can “the business” derive continuous and sustainable value from ICT in order to support and enhance it s competitive position in the marketplace? The answer lies in the SMEs’ adoption of a capability mindset, which recognises that sustainable competitive advantage is dependent not on technology itself, but rather on the creation of distinct and inimitable I T capabilities that differentiate a company from its competitors. This white paper explores the benefits of adopting an IT capability mindset for SMEs as a key enabler of business competitiveness and growth. The paper further introduces the SME IT - Capabili ty Maturity Framework (SME IT - CMF) to support SMEs in embarking on a capability improvement journe

Changing driving beliefs, attitudes and self-reported driving behaviour amongst young drivers through classroom-based pre and post driving test interventions

This pragmatic study consists of four cross-sectional and two inter-linked longitudinal studies designed to review two classroom-based interventions aimed at modifying driving related attitudes and self-reported driving behaviour. Subjects, (N=451), were divided into three groups. Subjects in Group 1 (N=176), learned to drive, passed the driving test and completed a questionnaire schedule. Group 2 subjects, (N=123), in addition to the above, attended classroom-based predriver training course while learning to drive. The subjects in Group 3, (N= 152), after learning to drive, received a classroom-based post-driver training course \\ithin three months of passing the driving test. Questionnaires were issued as the subjects started driver training (Time I), on passing the driving test (Time 2), three months post-test (Time 3) and nine months post-test (Time 4). The ftrst study, Time I, tested the predictive ability of Ajzen's (1985, 1988) Theory of Planned Behaviour with regard to the intentions of new drivers to conform to the social and legal conventions of driving and was successful in explaining 34% of the variance. Study two, Time 2, tested for increased driving knowledge and additional driving motives between groups for effects of the pre-driving test intervention. No support for this type of intervention was found. Study three, Time 3, assessed the performance of a post-test intervention informed by the Health Belief Model (Rosenstock, 1966) and Protection Motivation Theory (Rogers, 1975). Using the Drivers Skil1s Inventory (Lajunen and Summala, 1995), results revealed that subjects in Group 3 perceived themselves to be signiftcantly less skilled and less safe. Study four, Time 4, was designed to test for effects of both interventions at nine-months post-test The results revealed that only those subjects in Group 3 had better behavioural intentions with regard to speeding behaviour. Overall no support was found for pre-driver training. However, limited support was found for post-driver training in influencing self-reported driving behaviour

Personal Data Protection: Insights in the digital context

This position paper presents an overview of key insights pertaining to the protection of personal data in the digital business context, as derived from pertinent academic and practitioner literature. These insights, along with insights from subject matter experts, have informed development of IVI’s IT-CMF Personal Data Protection (PDP) Critical Capability

Digital Transformation: A Foundational Capability Building Block Perspective on Maturing the IT Capability

The enterprise-wide scope of an organisation's IT capability in sustainably leveraging technology for business value is well-researched, and the level of maturity of this capability is a key determinant of an organisation's success. IT capability maturity has become more critical as technological developments continue at an accelerated pace and as whole industries are being disrupted by digital developments. Maturity in terms of IT leadership, IT processes, IT infrastructure, and a myriad of other supporting organisation-wide capabilities is required. Since the 1980s, maturity models in the literature have focused on specialist niche areas, with few adopting a holistic perspective. Across these models, a lack of consensus is evident on the key capabilities that should be matured and on what the important sub elements or building blocks of these capabilities are. How does the organisation achieve an adequate level of maturity if the required capabilities are unclear? As one of the most holistic IT capability maturity models identified, this paper undertakes a systematic analysis of the 36 IT capabilities within IT Capability Maturity Framework (IT-CMF) and the 315 sub elements (Capability Building Blocks (CBBs)) that comprise these capabilities. This research aims to identify the common sub elements or building blocks inherent across the 36 capabilities, which we will refer to as Foundational Capability Building Blocks (FCBBs), and a high-level definition of these FCBBs abstracted from the relevant sub elements and discussed in terms of their recognised importance to effecting successful digital transformations. From an academic perspective, the research provides deeper insight on common themes that are pertinent to IT capability improvement. From an industry practitioner perspective, it breaks down the complexities of IT capability maturity with a focus on a manageable number of considerations. © 2022 Authors. All rights reserved

IT Governance: Enabling effective, efficient, and acceptable use of IT

This position paper presents an overview of key insights on IT governance. The core concepts discussed in this paper are informed by ISO 38500, which is the internationally recognized standard that provides governing bodies and those who advise and assist them with guidance on how to effectively govern IT and meet compliance with their external regulatory obligations and internal policies. This standard, along with insights from pertinent academic and practitioner literature and subject matter experts, have informed the development of IVI’s IT-CMF Governance (GOV) Critical Capability

Business Innovation and Differentiation: Maturing the IT Capability

The IT Capability Maturity Framework (IT-CMF) determines an organization’s current and desired level of IT capability maturity and supports planning for improvement. Through capability improvement initiatives, organizations can more readily realize sustainable advantages through IT-enabled business innovation and differentiation

Understanding and Supporting Cloud Computing Adoption in Irish Small- and Medium-Sized Enterprises

Cloud Computing adoption has experienced a considerable rate of growth since its emergence in 2006. In 2011, it had become the top technology priority for organizations worldwide and according to some leading industry reports the cloud computing market is estimated to reach $241 billion by 2020. Reasons for adoption are multi-fold, including for example the expected realisation of benefits pertaining to cost reduction, improved scalability, improved resource utilization, worker mobility and collaboration, and business continuity, among others. Research into the cloud computing adoption phenomenon has to date primarily focused on its impact on the larger, multinational enterprises. However, one key area of the market where cloud computing is expected to hold considerable promise is that of the Small and Medium Sized Enterprise (SME). SMEs are recognized as being inherently different from their larger enterprise counterparts, not least from a resource constraint perspective and for this reason, cloud computing is reported to offer significant benefits for SMEs through, for example, facilitating a reduction of the financial burden associated with new technology adoption. This paper reports findings from a recent study of Cloud Computing adoption among Irish SMEs. Despite its suggested importance, this study found that almost half of the respondents had not migrated any services or processes to the cloud environment. Further, with respect to those who had transitioned to the cloud, the data suggests that many of these SMEs did not rigorously assess their readiness for adopting cloud computing technology or did not adopt in-depth approaches for managing the cloud life cycle. These findings have important implications for the development/improvement of national strategies or policies to support the successful adoption of Cloud Computing technology among the SME market. This paper puts forward recommendations to support the SME cloud adoption journey

Understanding and Supporting Cloud Computing Adoption in Irish Small and Medium Sized Enterprises (SMEs)

Cloud Computing adoption has experienced a considerable rate of growth since its emergence in 2006. In 2011, it had become the top technology priority for organizations worldwide and according to some leading industry reports the cloud computing market is estimated to reach $241 billion by 2020. Reasons for adoption are multi‐fold, including for example the expected realisation of benefits pertaining to cost reduction, improved scalability, improved resource utilization, worker mobility and collaboration, and business continuity, among others. Research into the cloud computing adoption phenomenon has to date primarily focused on its impact on the larger, multinational enterprises. However, one key area of the market where cloud computing is expected to hold considerable promise is that of the Small and Medium Sized Enterprise (SME). SMEs are recognized as being inherently different from their larger enterprise counterparts, not least from a resource constraint perspective and for this reason, cloud computing is reported to offer significant benefits for SMEs through, for example, facilitating a reduction of the financial burden associated with new technology adoption. This paper reports findings from a recent study of Cloud Computing adoption among Irish SMEs. Despite its suggested importance, this study found that almost half of the respondents had not migrated any services or processes to the cloud environment. Further, with respect to those who had transitioned to the cloud, the data suggests that many of these SMEs did not rigorously assess their readiness for adopting cloud computing technology or did not adopt in‐depth approaches for managing the cloud lifecycle. These findings have important implications for the development/improvement of national strategies or policies to support the successful adoption of Cloud Computing technology among the SME market. This paper puts forward recommendations to support the SME cloud adoption journey