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Abstract

In spite of the potential benefits of board IT governance and the costs of ineffective oversight, there has been little field-based research in this area and an inadequate application of theory. Drawing upon strategic choice and institutional theories, we propose a theoretical model that seeks to explain the antecedents of board IT governance and its consequences. Survey responses from 188 corporate directors across Canada indicate that both board attributes and organizational factors influence board involvement in IT governance. The results suggest that proportion of insiders, board size, IT competency, organizational age, and role of IT influence the board’s level of involvement in IT governance. The responses also indicate that board IT governance has a positive impact on the contribution of IT to organizational performance. Overall, the results support the integration of strategic choice and institutional theories to explain the antecedents to board IT governance and its consequences, as together they provide a more holistic framework with which to view board IT governance.

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