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IT Governance in Tunisian Banking Industry: Challenges and Practices

This paper aimed at understanding the current status of IT Governance in the Tunisian banking industry. By consulting a group of 11 experts, we validated a list of 10 IT Governance practices that any Tunisian bank should implement.

Current Status of IT Governance in Tunisian Banks

Tunisian banks used to implement IT Governance practices such as:

  • IT Service Management: This practice was not effective in the Tunisian banking sector due to several reasons.
  • Application Management: Although this practice was perceived as easy to implement, its effectiveness was limited by the lack of experience and maturity in IT Governance framework implementation.
  • IT Infrastructure Management: The low level of trust between stakeholders in the Tunisian banking sector made it difficult for Relational Mechanisms to be effective.

Challenges Faced by Tunisian Banks

Several challenges were faced by Tunisian banks when implementing IT Governance practices:

  • High Level of Bureaucracy: The Tunisian banking sector’s high level of bureaucracy made it difficult for IT Governance practices to be implemented effectively.
  • Lack of Experience and Maturity: The lack of experience and maturity in IT Governance framework implementation in the Tunisian banking sector made it difficult for IT Governance practices to be implemented effectively.
  • Low Level of Trust: The low level of trust between stakeholders in the Tunisian banking sector made it difficult for Relational Mechanisms to be effective.

Effective IT Governance Practices

Some IT Governance practices such as:

  • IT Service Management
  • Application Management

were perceived as easy to implement in the Tunisian banking sector. This can be explained by the fact that these practices rely on recognized best practices and standards.

However, other IT Governance practices such as Relational Mechanisms were perceived as difficult to implement in the Tunisian banking sector. This can be explained by the fact that trust is usually lower in developing countries, and thus building relationships between stakeholders in the Tunisian banking sector was perceived as less effective.

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