Implementation and impacts of IT Service Management in the IT function |
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| Affiliation: | 1. Kent Business School, University of Kent, Canterbury, UK;2. Audencia Business School, Nantes, France;3. Kent Business School ,University of Kent (Medway campus), Chatham Maritime, Kent, UK;4. Queen’s Management School, Queen’s University Belfast, Ireland;1. Department of Economics and Marketing, De Montfort University, Leicester LE1 5SG, UK;2. Henley Business School, University of Reading, Whiteknights, Reading RG6 6UD, UK;3. Cardiff Business School, Cardiff University, Cardiff CF10 3EU, UK;1. Kedge Business School, Domaine de Luminy, BP 921, 13288 Marseille Cedex 9, France;2. John Molson School of Business, Concordia University, 1455 de Maisonneuve boul. West, Montreal, Canada;3. University of Twente, Drienerlolaan 5, 7522 NB Enschede, the Netherlands;1. Surrey Business School, Rik Medlik Building, University of Surrey, Guildford, Surrey GU2 7XH, UK;2. Kedge Business School, Domaine de Luminy, BP 921, 13288 Marseille Cedex 9, France;3. Montpellier Business School, 2300 Avenue des Moulins, 34080, Montpellier, France;4. Queen Mary, University of London, Mile End Road, Bethnal Green, London E1 4NS, UK;1. Asia Europe Business School, Faculty of Economics and Management, East China Normal University, 155 Tanjiatang Road, Minhang District, Shanghai 200241, China;2. Macquarie Business School, Macquarie University, Balaclava Rd, Macquarie Park, NSW 2109, Australia |
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| Abstract: | In recent years, organizations have made significant IT investments, including digital transformation programs, with the aim of enhancing the quality and delivery of services, and creating greater value for stakeholders. However, deriving value from IT investments and digital transformation necessitates, among other factors, a solid mastery of the IT function. In light of this, IT Service Management (ITSM) has emerged as a crucial and widely implemented approach to managing an organization's IT function, with the goal of achieving both operational and strategic benefits. Yet, despite its wide adoption, this approach has been undertheorized by academics, and there is limited understanding of the impacts that ITSM can generate for organizations as well as the mechanisms through which these impacts are achieved. In order to address this problem, this paper performs a systematic literature review examining research published on ITSM between 2012 and 2021 in order to understand what has occurred rather than what could or should be expected. Based on the findings, the paper advances that ITSM should be considered a Management Control System that includes a variety of control practices to achieve greater performance, transparency, and customer-focus within the IT function. It is also argued that these outcomes in turn increase client satisfaction and business/IT alignment. A model of the organizational impacts of ITSM is developed and ITSM is suggested as a subject for further, richer research into IS controls. |
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| Keywords: | Management control system IT Service Management Literature review IS controls IT alignment |
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