Dado o uso crescente de tecnologias não autorizadas e não suportadas pelo departamento de TI nas organizações, chamadas de Shadow IT, o papel da TI e a forma tradicional de gerenciar tecnologia estão mudando dentro das organizações. Shadow IT refere-se ao uso de tecnologias utilizadas pelos funcionários sem a autorização ou o suporte formal da TI para realizar as tarefas de trabalho. Motivada por este contexto, esta pesquisa tem como objetivo verificar os fatores antecedentes ao comportamento de uso da Shadow IT e a relação deste comportamento com o desempenho individual dos usuários de TI. Para alcançar tal objetivo, foi realizada uma pesquisa survey com 286 usuários de TI da área administrativa. Estes usuários são funcionários de três diferentes empresas: um órgão público, uma empresa de educação profissional e uma cooperativa de crédito, as quais compõe a amostra. Esta pesquisa obteve como resultados que os fatores Experiência do Usuário, Utilidade Percebida e Influência Social têm relação positiva significante com o uso da Shadow IT, bem como o uso da Shadow IT tem relação positiva significante com o desempenho individual do usuário de TI. Este trabalho traz implicações teóricas e práticas. Para a teoria, esta pesquisa ampliou o conhecimento sobre o uso da Shadow IT a nível individual. Ademais, um instrumento para medir o comportamento de uso da Shadow IT foi desenvolvido, o qual pode ser aplicado nas organizações para conhecer o comportamento do usuário de TI com relação ao uso destas tecnologias. A partir do conhecimento dos antecedentes do comportamento de uso da Shadow IT e qual é a sua relação com o desempenho individual do usuário de TI, os gestores podem elaborar políticas de gestão que reduzam os riscos associados a esse fenômeno, bem como potencializar os seus benefícios. / Given the increasing use of unauthorized technologies by employees in organizations, called Shadow IT, the traditional way to manage technology is changing. Shadow IT is the use of an unauthorized technology by employees, changing, thus, the role of IT is changing within organizations. Motivated by this context, this research aims to verify the antecedents factors behind Shadow IT usage behavior and the relationship of this behavior with the individual performance of IT users. To reach this goal, we performed a survey research with 286 IT users of from the administrative area. These users are employees of three different companies: a public agency, a professional education company and a financial cooperative. As results, we found that User Experience, Perceived Usefulness and Social Influence has positive relationship with Shadow IT usage, as well as the use of Shadow IT has a positive relationship with the individual performance of the IT user. This research has theoretical and practical implications. To the academia, this research has extended knowledge about Shadow IT usage at individual level. Furthermore, we also has developed an instrument to measure the Shadow IT usage behavior, which can be applied to the IT users of companies in order to know their Shadow IT usage behavior. To know the antecedents of Shadow IT usage and what is its relationship with individual performance of IT user is also important to companies. Managers must know what drives users to use Shadow IT, as well as what is the outcome of this use in terms of individual performance in order to develop policies and strategies that reduce the risks associated with this phenomenon and maximize its benefits.

O papel dos profissionais que atuam com Tecnologia da Informação (TI) nas organizações tem passado por diversas transformações e os Gestores de TI que atuavam especificamente em questões táticas e operacionais nas áreas mais técnicas, passaram também a ser envolvidos em decisões estratégicas envolvendo a TI. Assim, durante esta transformação os profissionais de TI deixaram os CPDs e passaram a estar mais presentes e próximos a outros setores da organização, com por exemplo a área de negócio. Em 2006, Lee e Lee, mapearam as competências para os Gestores de TI como sendo Técnica, Negócio e Sistema e no mesmo ano Wu et al. (2006), identificaram a competência estratégica como parte das atividades críticas do Gestor de TI. O CIO (Chief Information Officer) é o nome dado atualmente ao responsável pela tecnologia da informação numa organização e suas competências essenciais foram mapeadas nos estudos de Vreuls (2009) e Vreuls e Joia (2012) como sendo: Visão de negócio, Suporte ao negócio, Capacidade de influenciar a organização, Capacidade técnica, Networking externo, Gestão da operação de TI e Visão inovadora. Assim, a partir da evolução das competências dos Gestores de TI, a pesquisa analisou, através de um estudo de caso, como as competências dos Gestores de TI se aproximam das competências do CIO. Além de tomar por base os estudos de Lee e Lee (2006), Wu et al. (2006) e Vreuls (2009), também foi realizada uma análise comparativa com o modelo clássico de Katz (1974) Com a escolha destes modelos teóricos foi realizado um estudo comparativo entre a evolução dos estudos sobre competências gerenciais em diversos níveis. Os dados primários foram coletados por meio de entrevistas semiestruturadas e observação participante e os dados secundários foram obtidos através de fontes documentais do caso estudado. A análise dos dados foi realizada através da análise de conteúdo. Os resultados deste estudo indicam que as competências dos Gestores de TI se aproximam de três das sete competências do CIO e que apesar de estarem nos níveis táticos ou operacionais tem uma participação na área estratégica, o que implica no desenvolvimento dos Gestores de TI e também podem servir como um guia para atração e retenção de talentos na gestão de TI. / The role of Information Technology (IT) professionals in organizations has undergone many transformations, and IT Managers who have been specifically involved in tactical and operational issues in more technical areas have also become involved in strategic decisions involving IT. Thus, during this transformation IT professionals left the CPDs and became more present and close to other sectors of the organization, for example the business area. In 2006, Lee and Lee mapped the competencies for IT Managers as Technical, Business and System and in the same year Wu et al. (2006) identified the Strategic competence as part of the IT Manager's critical activities. The CIO (Chief Information Officer) is the current name given to the head of information technology in an organization and its core competencies have been mapped in the studies of Vreuls (2009) and Vreuls and Joia (2012) as: Business vision, Business support, Ability to influence the organization, Technical capacity, External networking, IT operation management and Innovative vision. Thus, from the evolution of the competences of the IT Managers, the present study analyzed through a case study how the competences of the IT Managers approach the competencies of the CIO In addition to Lee and Lee (2006), Wu et al. Al (2006) and Vreuls (2009), a comparative analysis was also carried out with the classic Katz model (1974). With the choice of these theoretical models, a comparative study was carried out between the evolution of the studies on managerial competences at several levels. The primary data were collected through semi-structured interviews and participant observation, and the secondary data were obtained through documentary sources of the case studied. Data analysis was performed through content analysis. The results of this study indicate that the competencies of IT Managers approach three of the CIO's seven competencies and that although they are at tactical or operational levels, they have a participation in the strategic area, which implies the development of IT Managers and can also serve as a guide for attracting and retaining talent in IT management.

I dagens organisationer har man förstått att utvecklingen av teknologin går fort och framåt. För att kun-na hänga med i framåtskridandet måste företag och verksamheter anpassa sig efter utvecklingen som sker i omvärlden för att inte hamna efter. Många företag anser att det inte räcker med bara satsa på af-färsstrategier för att kunna lyckas på marknaden utan behöver också ta fram Informationsteknik-/Informationssystem-strategier som ska stödja affärsstrategierna. Det innebär att kopplingen mellan af-färs- och IT-/IS-strategier är väsentlig på grund av att de är beroende av varandra för att företaget ska lyckas att nå sina mål. Problematik kan uppstå när företag ska koordinera de nämnda strategierna. Det kan då finnas tendens att behandla informationsteknologin som ”kostnadscentrerad” eller se den som en dyr investering, snarare än en möjliggörare som driver affärsvärdet. Samordningen av informations-teknik och affärsstrategi, för att utnyttja IT-funktionerna och omvandla verksamheten, har ökat i bety-delse sen flera år tillbaka. Företag strävar efter konkurrensfördel i den mångskiftande och föränderliga marknaden. Det finns mycket forskning och insikt om sambanden mellan affärs- och IT-strategi, och den rollen om partnerskap mellan IT och företagsledningen kan spela. Vi har genomfört djupintervjuer enligt en kvalitativ undersökningsmetod. Det empiriska materialet har analyserat genom abduktiv me-tod och hermeneutisk förhållningsätt. Syftet med uppsatsen är att undersöka hur företag samordnar IT-management- och affärsstrategi. En viktig aspekt i undersökningen är relationen mellan IT-avdelningen och företagsledningen - hur företagsledningen prioriterar strategierna. Dessutom vill vi belysa bakom-liggande orsaker till de problem som tycks föreligga i området. Syftet är inte heller att dra några gene-rella slutsatser utan deskriptivt angripa problemet. Svaret på vår forskningsfråga om hur de strategierna koordineras i postorder/distanshandel företag är implicit. Den bakomliggande orsaken till detta anser vi vara bristen på väl formulerade strategier. Detta är ett mönster som kan vi se i alla de tre företag. IT-cheferna måste visa framfötterna när gäller strategi formulering. Det är deras ansvar att kräva från ledningen tydliga affärsstrategier för att lättare formule-ra och koordinera IM-strategin med affärsstrategierna. Postorder/distanshandel företag befinner sig i en växande branschen dessa företag kommer att bli tvungna att ha väl formulerande strategier i framtiden.

A computação em nuvem é um modelo que catalisa mudanças marcantes na forma com que a Tecnologia da Informação é distribuída. Como benefícios, sobressai-se a viabilidade de acesso rápido, de qualquer lugar, a recursos disponibilizados como serviços e utilizados sob demanda, subsidiando a criação de novos modelos de negócios. Entretanto, com os ativos da TI externos à organização, aumenta-se o interesse por estudos sobre adoção. A literatura retrata a utilização de vários modelos de adoção, entre eles o TAM (Technology Acceptance Model) e o TOE (Technology-Organizational-enviroment framework). Uma pesquisa que utilizou a combinação TAM-TOE revelou bom grau de previsão da adoção pelo modelo, porém indicou a necessidade de estudos de casos para aprofundar o tema em outros contextos, ensejando a questão: como ocorre o processo de adoção da computação em nuvem em relação às questões organizacionais e ambientais? Foi realizada uma revisão sistemática da literatura para confirmar lacunas de pesquisa e estender o modelo TAM-TOE, destacando-se elementos da teoria institucional no processo de adoção. Trata-se de uma pesquisa qualitativa, descritiva e estruturada por meio de estudos de casos múltiplos, com unidade de análise definida pelo estudo do processo de adoção de um serviço de nuvem em empresa de grande porte caracterizada como suporte no modelo de grade estratégica da TI. Sete unidades foram analisadas abordando-se influência das pressões institucionais sobre a alta gestão, as avaliações dos serviços e os termos de licenciamento dos contratos. O estudo contribui para a elucidação de comportamentos diferenciados das pressões institucionais sobre a alta gestão na decisão de adoção, destacando-se os mecanismos coercitivos. Expõe situações onde a gestão dos serviços requer a participação da TI sob o modo tradicional e discute aspectos contratuais sobre o licenciamento de serviços. Por fim, apresenta-se uma reflexão sobre a utilização do modelo, do método e limitações da pesquisa, com a indicação de estudos futuros para aprofundar as contribuições indicadas em outros contextos. / Cloud Computing is a model that has brought revolutionary changes in the way Information Technology (IT) is distributed. As benefits, it stands out the feasibility of fast access possible from anywhere to resources made available as on-demand services that help to create new business models. However, with IT assets outside the organization, interest in adoption studies have increased. The literature describes the use of several adoption models, among which are the Technology-Acceptance-Model (TAM) and the Technology-Organizational-environment (TOE). One research used the TAM-TOE combination and revealed a good degree of prediction to justify adoptions, but indicated the need for case studies to better understanding of adoptions in other contexts, raising the question: how should the process of adopting cloud computing occur regarding organizational and environmental questions? A systematic literature review was conducted to confirm research gaps and to broaden the TAM-TOE model, highlighting elements of institutional theory and its influence in the adoption process. This is a qualitative, descriptive and structured research using multiple case studies, with unit of analysis defined by the study of the process of adopting a cloud service in a large company characterized as support in the IT strategic grid model. Seven units were analyzed by addressing institutional pressures on top management, service evaluations and contract licensing terms. The study contributes to the elucidation of different behaviors of the institutional pressures on the top management in the decision making for its adoption, emphasizing the coercive mechanisms. It exposes situations in which the service management might require the participation of IT in the traditional way and the discussion of contractual aspects about the licensing of services. Finally, a reflection on the use of the model, method and limitations of the research is presented, indicating future studies.

The student thesis deals with standardization and adaptation of a company’s website in the enhancement of customers’ online satisfaction in the case of Unilever Bangladesh & Adhuli. The aim of the study is to carry out a comparative study between Unilever’s Bangladesh website and Adhuli’s website and through comparing and contrasting, identify the level of adaptation and standardization that effects customer online satisfaction in a positive manner. Effectiveness of a website in our study context means the website’s ability to attract, retain and ultimately engage the customer in a buying behavior online or later in an offline context. Ultimately, the examination of the two websites in an OCS context will lead to some recommendations, which we hope can prove insightful for future online retailers within the confines of similar markets. Website is probably the best and most time and cost effective way for companies to engage their customers and entice them to buy online or in some cases connect with them for later offline 6/18/2013 iv engagement. It’s therefore essential for companies to standardize and adapt their websites according to the needs and tastes of their target customers for enhanced customer satisfaction. It’s significant to note that MNCs especially those like Unilever with an informational website often ignore the importance of adaptation of their webpage in accordance with the local tastes of their customers and thereby primarily rely on their technological knowhow often dictate by costs concerns minimized through standardization. Local vendors like Adhuli with a transactional website on the other hand often ignore the value of technologically sound webpages often blinded by the fact that their understanding of the local market and taste, to some extent handicapped by costs as well, can adequately cater for online customer satisfaction. Either strategies result in the design of a webpage which capacity to enhance customer satisfaction online is greatly diminished.

IT services are increasingly being offered via a shared service model. This model promises the benefits of centralization and consolidation, as well as an increased customer satisfaction. Adopting shared services is not easy as it necessitates a major organizational change, with few documented exemplars to guide managers. This research explores a public IT unit’s realization of shared services with the intent to improve the transparency of its value proposition to their stakeholders. An ethnographic field study enabled in-situ data collection over a 24-month period. We analyzed the resulting, rich process data using the Punctuated Socio-Technical IS Change (PSIC) model. This resulted in several contributions: an explanatory account of shared services realization, an empirically grounded punctuated process model with seventeen critical incidents, and twelve key lessons for practitioners. Several extensions to extant process research methods are developed. These contributions combine to form a detailed and nuanced understanding of the process of realizing IT shared services at a large public university over a multi-year period.

During the last decades the importance of IT has increased for businesses all over the world. It has transferred from only being used in administrative purposes to become more integrated to the core business. Due to the financial crisis in 2009 and increasing globalization, IT is facing the challenge of lower costs and increased efficiency. This requires IT-departments to embrace new strategies in order to fulfill these new tougher demands. Lean is a business development concept that aims to lower costs through more effective processes by removing all activities that does not create any value from the end customer’s perspective. Lean originates from Toyota’s Production System, TPS but is today used by healthcare providers, banks and IT-departments. This master thesis aims to develop a tool that can assess the opportunities for an IT-department to increase its efficiency through the use of Lean. This tool has been developed in cooperation with Niklas Larsson and is to be used by management and IT consulting company Connecta AB. To ensure that the tool is useful for the company four goals have been defined. They are that the tool should be reliable, should not require large amounts of resources, should be user friendly and identify areas that can be improvement through the implementation of Lean. The Lean IT Assessment Tool has been developed through interviews with consultants at Connecta, studies of literature and articles about Lean and Lean IT. The tool consists of three parts. The first part assesses the maturity of the IT-department from a Lean perspective. The second part is a questionnaire that aims to identify the employees’ attitude toward their work environment. The third is a value stream map, VSM, which aims to identify problems and bottlenecks in a specific IT-process. To ensure that the goals were met the tool was tested at a representative IT-department. The conclusions were that they were all reached and the continuation of the work is now left to Connecta AB.

<p>This thesis aims at describing the CIO role from the perspective of two interviews and the literature on the subject. Our research questions mainly focus on the actual work of a CIO and are answered by providing a framework on how to view the CIO and the influence of the CIO. Influence meaning both on business and IT strategy. We have answered what the CIO role implies and how it is used in different organizations. To do this we have scanned current literature and also conducted two interviews with CIO’s from completely different organizations and resources. A framework for understanding how the IT strategy and business strategy is linked with the CIO as a resource has been created and our interview findings are presented in this framework. We have also found that the CIO with little involvement in overall business strategy decisions has less influence on the IT strategy. This is ex-plained by the nature of the organization and the view of IT.</p><p>A CIO’s primary function could be to strategically align IT with business or to make sure that the IT systems runs flawless. These can be viewed as counterpoints but since the role today is changing from being operative to working more with strategic questions it is not a strange finding. The influence a CIO has in business strategy questions ranges from none to a lot, based on how the CIO role is defined by the organization. This is also well in line with the view of IT. When viewing IT as something that has the possibility to gain competitive advantage, IT gain more credibility, hence the CIO gains more influence on business strategy decisions. We also found that the CIO not only has the overall responsibility of IT in the organization, but also that s/he is supposed to work with questions of concern to the business. This forces the CIO to have an understanding of the end-customer, which in itself creates a better understanding for the business strategy. The CIO should work with questions that not only meet the current demand of the organization they support, but also future needs and potential opportunities where IT can be of specific interest.</p>

Dado o uso crescente de tecnologias não autorizadas e não suportadas pelo departamento de TI nas organizações, chamadas de Shadow IT, o papel da TI e a forma tradicional de gerenciar tecnologia estão mudando dentro das organizações. Shadow IT refere-se ao uso de tecnologias utilizadas pelos funcionários sem a autorização ou o suporte formal da TI para realizar as tarefas de trabalho. Motivada por este contexto, esta pesquisa tem como objetivo verificar os fatores antecedentes ao comportamento de uso da Shadow IT e a relação deste comportamento com o desempenho individual dos usuários de TI. Para alcançar tal objetivo, foi realizada uma pesquisa survey com 286 usuários de TI da área administrativa. Estes usuários são funcionários de três diferentes empresas: um órgão público, uma empresa de educação profissional e uma cooperativa de crédito, as quais compõe a amostra. Esta pesquisa obteve como resultados que os fatores Experiência do Usuário, Utilidade Percebida e Influência Social têm relação positiva significante com o uso da Shadow IT, bem como o uso da Shadow IT tem relação positiva significante com o desempenho individual do usuário de TI. Este trabalho traz implicações teóricas e práticas. Para a teoria, esta pesquisa ampliou o conhecimento sobre o uso da Shadow IT a nível individual. Ademais, um instrumento para medir o comportamento de uso da Shadow IT foi desenvolvido, o qual pode ser aplicado nas organizações para conhecer o comportamento do usuário de TI com relação ao uso destas tecnologias. A partir do conhecimento dos antecedentes do comportamento de uso da Shadow IT e qual é a sua relação com o desempenho individual do usuário de TI, os gestores podem elaborar políticas de gestão que reduzam os riscos associados a esse fenômeno, bem como potencializar os seus benefícios. / Given the increasing use of unauthorized technologies by employees in organizations, called Shadow IT, the traditional way to manage technology is changing. Shadow IT is the use of an unauthorized technology by employees, changing, thus, the role of IT is changing within organizations. Motivated by this context, this research aims to verify the antecedents factors behind Shadow IT usage behavior and the relationship of this behavior with the individual performance of IT users. To reach this goal, we performed a survey research with 286 IT users of from the administrative area. These users are employees of three different companies: a public agency, a professional education company and a financial cooperative. As results, we found that User Experience, Perceived Usefulness and Social Influence has positive relationship with Shadow IT usage, as well as the use of Shadow IT has a positive relationship with the individual performance of the IT user. This research has theoretical and practical implications. To the academia, this research has extended knowledge about Shadow IT usage at individual level. Furthermore, we also has developed an instrument to measure the Shadow IT usage behavior, which can be applied to the IT users of companies in order to know their Shadow IT usage behavior. To know the antecedents of Shadow IT usage and what is its relationship with individual performance of IT user is also important to companies. Managers must know what drives users to use Shadow IT, as well as what is the outcome of this use in terms of individual performance in order to develop policies and strategies that reduce the risks associated with this phenomenon and maximize its benefits.

O planejamento de mudanças é um elemento-chave para a gerência e a operação de infraestruturas de redes e serviços. Ele compreende desde a especificação, em alto nível, de requisições e planos preliminares de mudança (por um operador da mudança) até a geração, possivelmente automatizada, de planos detalhados que, se executados, concretizarão as mudanças solicitadas (por exemplo, alteração da configuração de dispositivos de rede e implantação de novos serviços). Por limitação das soluções de refinamento existentes, um problema fundamental é que, embora corretos, tais planos de mudança podem não necessariamente estar alinhados com os propósitos definidos em nível de negócio (ex: minimização do tempo de indisponibilidade de um dado serviço). Outro problema encontrado no planejamento de mudanças de TI é a ausência de modelos e algoritmos para realizar a especificação adequada da associação de humanos a tarefas. A correta especificação pode impactar em resultados mais otimizados (menor custo de execução) e com maior qualidade (conformidade com as habilidades/experiências, requeridas pelas atividades, e adquiridas pelos recursos humanos). Para abordar estes problemas, nesta dissertação propõe-se uma solução para alinhar o planejamento de mudanças em infraestruturas de TI a objetivos/restrições de negócio, utilizando estratégias inovadoras de alocação de humanos a atividades. A solução proposta é avaliada experimentalmente por meio da implementação prototípica de um sistema de suporte à decisão denominado CHANGEADVISOR, o qual auxilia os gerentes de TI a entender o "compromisso" entre planos de mudança alternativos e a efetuar escolhas mais adequadas aos propósitos de negócio. / Change planning represents a key element for the operation and management of Information Technology infrastructures and services. Its scope ranges from the high level design of change requests and change plans (by an operator) to the generation, possibly automated, of detailed plans that, if executed, will perform the requested changes (e.g., modification of network device settings and deployment of new services). A fundamental problem - considering the limitations of existing refinement solutions - is that, although correct, these refined change plans can not necessarily be aligned with the purposes defined in the business level (eg, minimizing the downtime of a particular service). Another problem encountered in the IT change planning is the absence of models and algorithms to achieve the correct association of human to tasks. These correct association can impact in results more optimized (lower cost of deployment) and with higher quality (according to the skills/experience required for the activities and acquired by human resources). To overcome this problem, in this thesis we propose a solution for the alignment of change plans with business objectives/constraints using novel strategies for the human assignments to activities. The proposed solution is experimentally evaluated through a prototypical implementation of a decision support system called CHANGEADVISOR, which helps IT managers to understand the trade-offs between alternative change designs and to choose change plans more aligned to the business purposes.