Corporate Governance Performance
CORPORATE GOVERNANCE AND FIRM PERFORMANCE: THE INFLUENCE OF STRUCTURES, PROCESSES, AND INFORMATION TECHNOLOGY by Douglas A Peebles
A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy
Capella University February 2007
UMI Number: 3253618
Copyright 2007 by Peebles, Douglas A. All rights reserved.
UMI Microform 3253618 Copyright 2007 by ProQuest Information and Learning Company. All rights reserved. This microform edition is protected against unauthorized copying under Title 17, United States Code.
ProQuest Information and Learning Company 300 North Zeeb Road P.O. Box 1346 Ann Arbor, MI 48106-1346
© Douglas A. Peebles, 2007
CORPORATE GOVERNANCE AND FIRM PERFORMANCE: THE INFLUENCE OF STRUCTURES, PROCESSES, AND INFORMATION TECHNOLOGY by Douglas A. Peebles has been approved February 2007 APPROVED: JUDITH L. FORBES, Ph.D., Faculty Mentor and Chair PERRY C. HAAN, DBA, Committee Member CHARLES H. DAVIS, Ph.D., Committee Member ACCEPTED AND SIGNED: ____________________________________ JUDITH L. FORBES, Ph.D.
____________________________________ Kurt Linberg, Ph.D. Dean, School of Business & Technology
Abstract
Evolving governance practices have resulted in boards of directors being made more responsible for creating strategy instead of simply approving strategy. As
information technology (IT) becomes more important to the operations of business, IT also becomes more crucial to business strategy. With the shift of responsibility for strategy creation from the executive level to the board level, a number of researchers have recommended that responsibility for the governance of information technology should also shift to the board level. The Sarbanes-Oxley Act has mandated many
governance changes in the U.S., and along with additional reports and studies, has influenced governance changes in other jurisdictions. Many of these changes have
required increased reliance on information
A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy
Capella University February 2007
UMI Number: 3253618
Copyright 2007 by Peebles, Douglas A. All rights reserved.
UMI Microform 3253618 Copyright 2007 by ProQuest Information and Learning Company. All rights reserved. This microform edition is protected against unauthorized copying under Title 17, United States Code.
ProQuest Information and Learning Company 300 North Zeeb Road P.O. Box 1346 Ann Arbor, MI 48106-1346
© Douglas A. Peebles, 2007
CORPORATE GOVERNANCE AND FIRM PERFORMANCE: THE INFLUENCE OF STRUCTURES, PROCESSES, AND INFORMATION TECHNOLOGY by Douglas A. Peebles has been approved February 2007 APPROVED: JUDITH L. FORBES, Ph.D., Faculty Mentor and Chair PERRY C. HAAN, DBA, Committee Member CHARLES H. DAVIS, Ph.D., Committee Member ACCEPTED AND SIGNED: ____________________________________ JUDITH L. FORBES, Ph.D.
____________________________________ Kurt Linberg, Ph.D. Dean, School of Business & Technology
Abstract
Evolving governance practices have resulted in boards of directors being made more responsible for creating strategy instead of simply approving strategy. As
information technology (IT) becomes more important to the operations of business, IT also becomes more crucial to business strategy. With the shift of responsibility for strategy creation from the executive level to the board level, a number of researchers have recommended that responsibility for the governance of information technology should also shift to the board level. The Sarbanes-Oxley Act has mandated many
governance changes in the U.S., and along with additional reports and studies, has influenced governance changes in other jurisdictions. Many of these changes have
required increased reliance on information