Environmental Engineering Reference
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complementary competencies and larger
experiences (Beckett, 2005).
Performance measurement.
Models of IT governance for sustainability
need to concentrate more on changes than stability,
meaning that existing rules, practices and rights
are perceived as a subject matter of governance.
According to Martin et al . (2007) the challenges
of governance for sustainability lie in three broad
areas of change and knowledge generation i.e.
innovations, reconciliation and creativity.
In this chapter, sustainability is a concept
and strategy for integrating and balancing three
dimensions i.e. economic and social, technology
and communication and the third - environmental.
Sustainable business strategies and processes are
roadmaps to achieve sustainability and to un-
derstand and consider the positive and negative
impacts and minimizing the risk of unintended
consequences across sustainability dimensions.
Strategy process research covers the way busi-
ness strategies are created, sustained and changed
over time, whereas strategy content addresses the
product of the strategy process and constitutes
a competitive advantage. The basic question is
whether structure follows strategy (Chandler,
1962) or strategy follows structure (Rumelt, 1974).
The structure is equated with internal efficiency
whereas strategy represents external effectiveness.
According to Chandler the environment specifies
the strategy and the organization has to adapt
accordingly by adjusting the structure. From the
perspective of a strategy context, the assumption
that internal structure follows external strategic
intent overlooks that internal structure also enacts
the external strategy (Rasche, 2008).
Strategy followed by structure is developed
for virtualized resources' users, so they are able
to construct their own business strategies assum-
ing joint access and sharing virtualized storages
and computing capabilities. The business strat-
egy is the determination of long term goals and
objectives, the adoption of courses of action and
associated allocation of resources required to
Sustainability is also considered in IT gov-
ernance domain. IT governance concerns IT
practices of boards and senior managers. The
question is whether IT structures, processes and
relational mechanisms and IT decisions are made
in the interest of stakeholders. IT governance is
closely related to corporate governance, the struc-
ture of the IT organization and its objectives and
alignment to the business objectives. However,
IT governance is the process for controlling an
organization's IT resources, including informa-
tion and communication systems and technology.
According to the IT Governance Institute
(ITGI, 2003), IT governance is the responsibility
of executives and board of directors and consists
of leadership, organizational structures and pro-
cesses that ensure that enterprise's IT sustains and
extends the organization's strategies and objec-
tives. Van Grembergen and DeHaes (2005) stand
on that point and defined IT governance as the
organizational capacity exercised by the Board,
executive management and IT management to
control the formulation and implementation of IT
strategy and in this way ensure the fusion of busi-
ness and IT. The primary focus of IT governance
is on the responsibility of the board and executive
management to control the formulation and the
implementation of IT strategy, to ensure the align-
ment of IT and business, to identify metrics for
measuring business value of IT and to manage IT
risks in an effective way. While IT management is
compared to the daily operational management, IT
governance is much more focused on sustainable
performing and transforming IT and compared
to strategic management. IT governance focuses
areas are (ITGI, 2003):
Business and IT strategic alignment,
IT value creation and delivery,
Risk management and value presentation,
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