The Role of Judgment and Decision Making in IT Resource Utilization Towards Sustainable Competitive Advantage

This paper is intended to propose a conceptual model that will help researchers and practitioners better understand the importance of individual differences in judgment and decision making (JDM) styles of IT leadership. Additionally, such individual differences in JDM can further help understand how they influence the strategic use of IT resources and their contribution to firm performance and competitive advantage. This proposed conceptual model and future related studies will contribute to existing resource-based view (RBV), IS strategy, and IS behavioral research literature

Human Capital of IT Professionals: A Research Agenda

Information Systems researchers have studied various aspects of the role of human capital in the IT workforce such as the definition of IT professionals, human resource practices for managing IT professionals, returns to human capital, human capital and innovation in IT industries, and turnover among IT professionals. This panel argues that the field is at crosswinds of change due to factors such as rapidly changing technologies, organizational processes, technology delivery mechanisms such as cloud computing, new forms of organization such as virtual teams and social networks, outsourcing, offshoring, globalization, and a new generation of IT professionals entering the workforce. These changes in the environment for IT work will affect the roles, jobs, skills and careers of IT professionals and will prompt more inquiry from IS researchers in two main directions: one, some findings from prior research may not hold in this new environment and scholars will need to reexamine these. Two, these changes will raise additional issues, and call for new research on IT human capital. The objective of this panel is to present a framework to identify important trends and changes that will impact IT professionals and to define an agenda for future research on IT human capital

Environmental modelling of the Chief Information Officer

Since the introduction of the term in the 1980’s, the role of the Chief Information Officer (CIO) has been widely researched. Various perceptions and dimensions of the role have been explored and debated. However, the explosion in data proliferation (and the inevitable resulting information fuelled change) further complicates organisational expectations of the CIOs role. If organisations are to competitively exploit the digital trend, then those charged with recruiting and developing CIOs now need to be more effective in determining (and shaping) CIO traits and attributes, within the context of their own organisational circumstances and in line with stakeholder expectations. CIOs also need to determine their own suitability and progression within their chosen organisation if they are to remain motivated and effective. Before modelling the role of the future CIO, it is necessary to synthesise our current knowledge (and the lessons learnt) about the CIO. This paper, therefore, aims to identify and summate the spectrum of key researched ‘themes’ pertaining to the role of the CIO. Summating previous research, themes are modelled around four key CIO ‘dimensions’, namely (1) Impacting factors, (2) Controlling factors (3) Responses and (4) CIO ‘attributes’. Having modelled the CIOs current environment, and recognising the evolving IT enabled information landscape, the authors call for further research to inform the recruitment and development of the future CIO in terms of personal attributes and the measurable impact such attributes will have on their respective organisation

PENGARUH GOOD CORPORATE GOVERNANCE DAN BUSINESS STRATEGY TERHADAP GOING CONCERN PERUSAHAAN

This study aims to see the influence of corporate governance and business strategy on going concern companies. Sampling method using purposive random sampling that is manufacturing company listed in Bursa Efek Indonesia (BEI) or Indonesia Stock Exchange for the year 2012-2014. The research method used multiple linear regression. Test results shown differentiation strategy has a significant positive effect on Companies’s going concern, while cost strategy and corporate governance have no significant effect on Companies’s going concern. Keywords: Good Corporate Governance, Business Strategy and Company’s Going Concern

Does an Information Technology Investment Contribute to Company Performance: a Further Examination of the Productivity Paradox

This article continues the discussion examining IT’s contribution on firm performance. Byrnjolfsson (1993) identified what is known as the “productivity paradox” and posited a number of reasons for it. Carr (2003) added fuel by suggesting IT is ubiquitous and provides no significant firm advantage. This study does identify that industry type and size matters. Utilizing the position of CIO, or similar, as a proxy for IT emphasis, the study finds that non-IT intensive organizations, with annual sales less than $101million do achieve performance advantages over firms without an IT emphasis. The implication being that the debate is far from over

What Should Firms Look for in a CIO?

Many firms are trying to give Information Technology (IT) a more central role in their business strategies in an attempt to combat the economic downturn. As such, they want to hire Chief Information Officers (CIOs) to manage this process but don’t want to upset the existing power balance of the executive team. We propose the CIO\u27s formal position in the firm, the CIO\u27s business and technical knowledge, and the important connections the CIO has established are CIO attributes that may influence the shared understanding of the business and IT executive team members and, in turn, financial performance. Analyzing data collected from 138 CIOs, the results suggest structural power and prestige power are positively associated with social alignment. However, expert power may not be related to social alignment. We also found a positive relationship between social alignment and financial performance. We discuss the implications of these results for research and practice

IT Capability and Firm Performance: Findings from Periods of Economic Downturn

Information technology is crucial in many industries and is seen as a decisive factor of a firm’s performance and financial success. Based on the dynamic capabilities view, this paper aims at extending existing research on organizational IT capability and performance. In particular, this work examines if firms exhibiting superior IT capability outperform their competitors, especially during two phases of economic downturn: the burst of the dotcom-bubble in 2000 and the recent financial crisis in 2008. Applying secondary statistics on different performance measures and proxies of IT capability among publicly traded US companies, we found that firms characterized by superior IT capability outperformed their competitors during both crises in all but one performance indicator. This paper contributes to research by investigating two crisis periods and using up-to-date data to reconcile prior research

CIO Performance Measurement

Over the last decades, the academy and the community of practice have described the differences in CIO profiles recognizing that the challenges posed by the technological development and the evolution of business models require a wide array of abilities and skills that not always match companies and individuals. If the classic idea of ‘what you measure is what you get’ is also true in IT, then a possible explanation of the misalignments of IS/IT units may lie in the wrong measurement of the expected performances and results of CIOs. This conceptual article explores and describes the effects of performance management and analyzes how it could affect the performance of the CIO