Paper Number
ECIS2026-1713
Paper Type
CRP
Abstract
The rapid advancement of digital technologies has presented unprecedented challenges for boards of directors, requiring them to assume new responsibilities to effectively govern their organizations. Although prior research has examined board duties for specific technologies, they often lack a holistic view of board digital responsibilities. This paper addresses that research gap by interviewing 27 board members and technology leaders from 22 companies to understand their struggles and best practices in navigating IT governance in the information age. Findings reveal that boards now face an expanded set of “digital fiduciary duties,” which include (a) strategically stewarding digital opportunities for value creation and (b) safeguarding organizational resilience against digital risks. To meet these responsibilities, boards adopt practices across three key areas: (1) building board capabilities, (2) transforming the board through education and renewal, and (3) strengthening board governance mechanisms.
Recommended Citation
Bui, Quang "Neo"; Proudfoot, Jeffrey; and Adelakun, Olayele, "It Governance In The Boardroom: The Emergence Of Boards As Digital Fiduciaries In The Information Age" (2026). ECIS 2026 Proceedings. 10.
https://aisel.aisnet.org/ecis2026/gen_track/gen_track/10
It Governance In The Boardroom: The Emergence Of Boards As Digital Fiduciaries In The Information Age
The rapid advancement of digital technologies has presented unprecedented challenges for boards of directors, requiring them to assume new responsibilities to effectively govern their organizations. Although prior research has examined board duties for specific technologies, they often lack a holistic view of board digital responsibilities. This paper addresses that research gap by interviewing 27 board members and technology leaders from 22 companies to understand their struggles and best practices in navigating IT governance in the information age. Findings reveal that boards now face an expanded set of “digital fiduciary duties,” which include (a) strategically stewarding digital opportunities for value creation and (b) safeguarding organizational resilience against digital risks. To meet these responsibilities, boards adopt practices across three key areas: (1) building board capabilities, (2) transforming the board through education and renewal, and (3) strengthening board governance mechanisms.
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