Abstract

Organisations face a persistent challenge in achieving sustained competitive advantage in the rapidly changing business landscape. Organisational agility (OA), enabled by information technology (IT), offers hope. However, organisations that pursue agility encounter incompatibility with IT project selection (ITPS), where projects are selected and funded before implementation. Existing literature highlights the dual capability of ITPS to enable and disable agility, underscoring its continued importance for agile organisations. To tackle the incompatibility between ITPS and OA, this study presents a case study conducted at Infrastructure Co, an agile organisation that actively undertakes ITPS. Findings show the need for a redesign of traditional ITPS governance to facilitate agility. Infrastructure Co achieved this by delegating and decentralising ITPS processes and decisions away from the enterprise-project-management-office into projects. This study contributes by presenting revelatory empirical findings, addressing this important new research question.

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Paper Number 1432; Track Governance; Short Paper

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