The demand from users who are more “technology-savvy” than ever before has
changed the relationship of information technology (IT) support departments to
information consumption and service delivery forever. Although access to
corporate resources is still in demand, former IT responsibilities have now
moved to the users themselves as they take more control of new technologies
with personal mobile devices such as cell phones and tablets. Options such as
cloud computing, social media and mobility have now converged into a renewed
driving force influencing all IT decisions regarding technology solutions for
content management, collaboration and social business needs (Dulaney,
2011:1; Plummer & Middleton, 2011:1-2).
On the other hand, the lack of boardroom ethics, failures in auditing and risk
management and the indifference in establishing careful checking and
monitoring structures for control purposes has placed corporate governance
compliance on centre stage worldwide. In the United States of America (USA),
the downfall of Enron and its auditing firm, Andersen, are still regarded as the
biggest corporate collapses ever and led to the enactment of the Sarbanes-
Oxley Act of 2002 (SOX). SOX, for the first time in the USA, addressed
corporate governance through regulation (Raghupathi, 2007:98;
Solomon, 2010:3 & 28; USA, 2002).
The King Report on Governance for South Africa, 2009 (King III), became
effective on 1 March 2010 and provided directors and executives of
organisations guidance through a list of best practice principles to utilise
organisational resources in such a way as to ensure the continuing viability of
the organisation. Due to IT tools and solutions having become pervasive to
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