How can steering committees manage change through dynamic capabilities to increase system satisfaction?

Abstract

Enterprise-wide system implementations require organizations to think differently about how they approach project-based IT governance. Companies typically use executive steering committees to govern IT projects; yet, problems with user satisfaction linger. While scholars and practitioners have some understanding of what make steering committees successful, we do not fully understand what capability levers are available. This study contributes to the limited research on how project-based IT governance can manage change to achieve higher satisfaction with system usage. We find that steering committees can be more effective by stacking business IS capability with powerful antecedents of innovative culture and capable champions. Second, we find that business IS competence mediates the effects of innovative culture and capable champions on system quality. Third, we take a step forward in developing a change model based on dynamic capability for IT governance. We suggest several implications for practice and theory of project-based IT governance.