## 1 Introduction  
Given the increasing importance of IT in society, its governance has been attracting attention in the last years from academics and practitioners alike. Now, IT governance is seen as a key topic for organizations and interest is rooted in the changing role and relevance of IT within organizations [1]. There are many definitions for IT governance published in the scientific literature. A good review on the definitions and orientations on IT governance can be found in recent works [2; 3]. Generally, IT governance is about the configuration of organizational resources to ensure effective management of IT. However, there are more specific definitions on the term. [PERSON] and [PERSON] define IT governance as \"specifying the decision rights and accountability framework to encourage desirable behavior in using IT\" [4]. IT governance as a field of study is based on several previous research fields, including, and according to [5], corporate governance models, corporate strategies, IT knowledge of business divisions, and power of an IT organization. One of the aspects that is crucial for IT governance is the correct alignment of IT and corporate strategy. In IT and business alignment, the works of [PERSON], with his Strategic Alignment Maturity Model (SAMM), are the most relevant publications on the topic [6], after the pioneering work by [7]. Benefits of IT governance have been reported largely in the literature. Perhaps the most important finding of all is the one backed up by [PERSON] and [PERSON] [8], indicating that IT governance enables IT-business alignment, which then contributes to firm performance. This finding is also reported by other authors on studies devoted to IT governance, but focused on the Chief InformationOfficer (CIO) role, e.g., [9; 10], examining financial performance [1] or relational performance [11], citing just some of the most recent and relevant cases. Perhaps because of this, IT governance is seen as a key aim of the information management function and also as imperative for organizations to meet their business activity [12]. Given the crucial importance of the topic, researchers devoted their time to build frameworks and initiatives devoted to IT governance. For instance, \"COBIT: Control Objectives for Information and Related Technologies\" was launched by the American \"Information System Audit and Control Association\" [13]. COBIT is a well-known IT governance framework to implement a set of best practices for management, control, and assurance of IT [14]. COBIT 4.1 describes 34 high-level control objectives and 210 detailed control objectives. Other initiatives worth mentioning is the one led by \"MIT: Massachusetts Institute of Technology\" [15] and also the one conducted in the Software Engineering Institute: Capability Model Integration for Services (CMMI-SVC) [16]. The set of previous initiatives led to the definition of a standard for IT governance. Consequently, the ISO38500:2008 was produced in May 2008. This standard was highly influenced by the Australian Standard for Corporate Governance of Information and Communication Technology AS8015-2005 published in January 2005. ISO38500:2008 stands for a framework, including three different tasks for IT governance, namely: (1) Assessment of the use of IT; (2) preparation and implementation of plans and policies; and (3) the monitoring of conformance to policies and performance against the plans. As a consequence of the importance of the topic, the literature reports a set of studies on the application of IT governance to different functional scenarios, including education [17; 18; 19], financial organizations [20; 21; 22], public sector [23; 24; 25; 26], life sciences [27; 28], or Small and medium-sized enterprises (SMEs) [29; 30], naming just some of the most important studies. Cloud computing has changed the IT scenario profoundly. Cloud is a technology that grew from distributed, grid, and utility computing [31], and is now one of the fastest growing segments of the IT industry.