On IT governance structures and their effectiveness in collaborative organizational structures Organizations today engage in various forms of alliances to manage their existing business processes or to diversify into new processes to sustain their competitive positions. Many of todayxe2x80x99s alliances use the IT resources as their backbone. The results of these alliances are collaborative organizational structures with little or no ownership stakes between the parties. The emergence of Web 2.0 tools is having a profound effect on the nature and form of these alliance structures. These alliances heavily depend on and make radical use of the IT resources in a collaborative environment. This situation requires a deeper understanding of the governance of these IT resources to ensure the sustainability of the collaborative organizational structures. This study first suggests the types of IT governance structures required for collaborative organizational structures. Semistructured interviews with senior executives who operate in such alliances reveal that cocreated IT governance structures are necessary. Such structures include cocreated ITsteering committees, cocreated operational committees, and interorganizational performance management and communication systems. The findings paved the way for the development of a model for understanding approaches to governing IT and evaluating the effectiveness for such governance mechanisms in todayxe2x80x99s IT dependent alliances. This study presents a sustainable ITrelated capabilities approach to assessing the effectiveness of suggested IT governance structures for collaborative alliances. The findings indicate a favourable association between organizations IT governance efforts and their ability to sustain their capabilities to leverage their IT resources. These ITrelated capabilities also relate to measures business value at the process and firm level. This makes it possible to infer that collaborative organizationsxe2x80x99 IT governance efforts contribute to business value.

Collaboration in demanddriven supply chain: Based on a perspective of governance and ITbusiness strategic alignment Abstract   In todayxe2x80x99s marketplace, firms participating in a supply chain are required to work collaboratively to quickly respond to market and consumer demands. To understand how firms may effectively achieve supply chain collaboration, this paper presents an empirical study using a moderated mediation model that explores the effects of formal contract, ebusiness strategic alignment (including intellectual and operational alignment) and the degree of competition on collaboration in demanddriven supply chain. Using data from a survey of IT and business executives in 209 firms, we discover that formal contract has a positive effect on supply chain collaboration through intellectual and operational alignment. In addition, the positive mediating effect of operational alignment is stronger under a higher degree of competition. Although there is no moderated mediation effect in the path of formal contractintellectual alignmentsupply chain collaboration, the degree of competition shows a negative moderated effect on the relationship between formal contract and intellectual alignment, and a positive moderated effect on the relationship between intellectual alignment and supply chain collaboration. Learnings from this study contribute to supply chain management literature, and provide a comprehensive view of the governance and strategic antecedents of supply chain collaboration under various environmental circumstances.