Catalysts And Inhibitors For Implementing An Effective IT Governance In Public Sector

Over the last two decades, Morocco has undertaken flagship and structuring projects aimed at the digitalization of its public administrations and organizations. This endeavor has assisted public organizations in adequately addressing the new requirements of their environment and keeping pace with the continuous evolutions of IT. Furthermore, it has enabled them to capitalize on the extensive possibilities for information analysis and processing among individuals and functions within the organization. Moreover, the substantial costs incurred by public organizations due to the proliferation of IT investments have underscored the importance of implementing effective IT governance. This ensures alignment between IT strategy and the overall organizational strategy, as well as the creation of value from IT investments. This paper aims to identify the enablers and inhibitors of successful IT governance implementation in Moroccan public sector organizations. To achieve this objective, we conducted a multiple case study involving in-depth analysis of six Moroccan public organizations. Data were collected from documentary sources related to each case and through semi-structured interviews with IT function managers. The findings of this research enabled us to identify the facilitating practices and mechanisms (catalysts) that IT managers deem crucial for effective IT governance, as well as the barriers (inhibitors) that hinder its adoption.