The need to strengthen IT capacity has been emphasized for a long time. It is expected that a company with outstanding IT management capacity can produce differentiated and more enhanced corporate performance compared to its counterparts. However, the research into ITSM has still been at a conceptua...
The need to strengthen IT capacity has been emphasized for a long time. It is expected that a company with outstanding IT management capacity can produce differentiated and more enhanced corporate performance compared to its counterparts. However, the research into ITSM has still been at a conceptual level and only few researches have been done.
Though most companies are badly in need of comprehensive approach to their business and IT and coordinating their business with IT strategy, not just focusing on optimizing existing IT system, the existing researches on ITSM have been about fragmented functions, not management aspects, the ITSM. It comes as no surprise that the comprehensive research into the ITSM constituent factors has been showing little progress.
Until recently, many companies appeared to be reluctant to invest in building ITSM, because the outcomes from building it are intangible. Now some do realize the need of ITSM, but the standard of ITSM has yet to be set. Against this backdrop, corporate IT managers and chief executive officers start to make efforts to verify ITSM effects to make their decision properly. The ISO 20000 certification system has been created as a standard for IT service management to make intangible outcomes tangible. But the very fact that a company has the certificate does not tell the company is producing good ITSM performance. That is, even if a company turns intangible performances to tangible one by winning ISO 20000, good ITSM performance will not last long without incessant efforts by workers and the IT management is hard to stay in stable state for a long time.
This paper contains a research on ITSM performance differences between companies with ISO 20000 certificate and ones without it. This paper comprehensively shows the backgrounds behind which some organizations started to demand IT as well as efforts by them to gain competitive edge using IT as their key process by studying ITSM documents. The followings are the correlations between the organizations’ resources and IT, the main roles of IT as their key resource, and the managing roles of ITSM which is combination of IT and other resources of the organizations. Defining ITSM by putting together exiting researches, explaining constituent factors of IT service and researching into effects of those factors on management performances are also displayed in this paper. This is to analyze and abstract performance factors and process in common among organizations which built and have operated ITSM. At the same time, by studying various certifications in each area, this paper indirectly shows the differences between ISO 20000 in IT area and those in other areas.
This paper also shows a research on the datum point of ISO 20000 performance measurements. With this, this study has performed empirical research on the performance differences between companies with ISO certificate and ones without it. This paper suggested a hypothesis that the performances of a company with ISO certificate outweigh those of a company without ISO on the condition that the two parts both built and have been operating ITSM.
This study comprehensively suggests some practical ways to enhance ITSM performance, consideration into how ISO 20000 certified ITSM constituent factors of IT management affect ITSM performances, and finally verifies several hypotheses on performance differences between ISO 20000-haves and have-nots.
This study is to verify a hypothesis that the ITSM constituent factors which fully meet the ISO standards produce better ITSM performances. Additionally, stabilizing methods for ITSM in ISO 20000 holding companies have also been contained in this study. By doing so, this paper encourages companies operating ITSM to obtain ISO 20000 certifications. This paper ends with some suggestions based upon verification results.
The need to strengthen IT capacity has been emphasized for a long time. It is expected that a company with outstanding IT management capacity can produce differentiated and more enhanced corporate performance compared to its counterparts. However, the research into ITSM has still been at a conceptual level and only few researches have been done.
Though most companies are badly in need of comprehensive approach to their business and IT and coordinating their business with IT strategy, not just focusing on optimizing existing IT system, the existing researches on ITSM have been about fragmented functions, not management aspects, the ITSM. It comes as no surprise that the comprehensive research into the ITSM constituent factors has been showing little progress.
Until recently, many companies appeared to be reluctant to invest in building ITSM, because the outcomes from building it are intangible. Now some do realize the need of ITSM, but the standard of ITSM has yet to be set. Against this backdrop, corporate IT managers and chief executive officers start to make efforts to verify ITSM effects to make their decision properly. The ISO 20000 certification system has been created as a standard for IT service management to make intangible outcomes tangible. But the very fact that a company has the certificate does not tell the company is producing good ITSM performance. That is, even if a company turns intangible performances to tangible one by winning ISO 20000, good ITSM performance will not last long without incessant efforts by workers and the IT management is hard to stay in stable state for a long time.
This paper contains a research on ITSM performance differences between companies with ISO 20000 certificate and ones without it. This paper comprehensively shows the backgrounds behind which some organizations started to demand IT as well as efforts by them to gain competitive edge using IT as their key process by studying ITSM documents. The followings are the correlations between the organizations’ resources and IT, the main roles of IT as their key resource, and the managing roles of ITSM which is combination of IT and other resources of the organizations. Defining ITSM by putting together exiting researches, explaining constituent factors of IT service and researching into effects of those factors on management performances are also displayed in this paper. This is to analyze and abstract performance factors and process in common among organizations which built and have operated ITSM. At the same time, by studying various certifications in each area, this paper indirectly shows the differences between ISO 20000 in IT area and those in other areas.
This paper also shows a research on the datum point of ISO 20000 performance measurements. With this, this study has performed empirical research on the performance differences between companies with ISO certificate and ones without it. This paper suggested a hypothesis that the performances of a company with ISO certificate outweigh those of a company without ISO on the condition that the two parts both built and have been operating ITSM.
This study comprehensively suggests some practical ways to enhance ITSM performance, consideration into how ISO 20000 certified ITSM constituent factors of IT management affect ITSM performances, and finally verifies several hypotheses on performance differences between ISO 20000-haves and have-nots.
This study is to verify a hypothesis that the ITSM constituent factors which fully meet the ISO standards produce better ITSM performances. Additionally, stabilizing methods for ITSM in ISO 20000 holding companies have also been contained in this study. By doing so, this paper encourages companies operating ITSM to obtain ISO 20000 certifications. This paper ends with some suggestions based upon verification results.
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