Executive AI Literacy: A Text-Mining Approach to Understand Existing and Demanded AI Skills of Leaders in Unicorn Firms

Despite the growing relevance of artificial intelligence (AI) for busi-nesses, there is a lack of research on how top-level executives must be skilled in AI. Drawing on upper echelons theory, this paper explores executive AI literacy, defined as the combined AI skills of top-level executives, and its relevance for different executive roles. We conducted a text-mining analysis of 1,625 execu-tives’ online profiles and 1,033 executive job postings from unicorn firms re-trieved via web-scraping from an online professional social network. We find that AI skills are mostly required in product-related executive roles (vs. adminis-trative roles). Thus, we provide an AI-specific perspective complementing prior information systems research on executives, which asserts that (non-AI) IT is driven by administrative executive roles. Our paper contributes to AI literacy lit-erature by shedding light on the substance of executive AI literacy within firms. Lastly, we provide implications for AI-related information systems strategy

Technology management as a profession and the challenges ahead

This paper is aimed at current and future managers in the field of technology management (TM), and those who train and educate them. After briefly describing TM as a management discipline, the potential challenges likely to rise in the field are introduced according to three processes given in the TM framework: innovation, operation and strategy. Then, a set of propositions are developed regarding the potential impact of those challenges on TM professionals. Concentrating on a long term perspective provides TM professionals with the opportunity to consider their existing knowledge and skill base so that they can prepare for the challenges they will face in the future. The paper ends with implications for professionals and educators.This is the author accepted manuscript. The final version is available from Elsevier via http://dx.doi.org/10.1016/j.jengtecman.2016.05.00

C-level managers and born-digitals' scaling: The case of Initial Coin Offerings (ICOs)

This research contributes to the Management of Technology (MOT) literature by scrutinizing the interrelation between education, experience, and the scaling aptitudes of high-tech companies. The study hinges on a comprehensive analysis of data collected from 1987 C-level executives and 3644 born-digital firms that pursued funding via blockchain-based Initial Coin Offerings (ICOs). Employing structural equation modeling, we systematically tested our hypotheses, contrasting the scaling trajectories of companies that successfully procured funding against those that fell short. Our findings reveal that amongst the diverse managerial competencies, only the leadership acumen of CEOs plays an important role in fostering the scaling of tech-companies across the spectrum, leaving the proficiencies of CFOs and CTOs with negligible impact. More crucially, the competencies of a CEO magnify in importance in relation to a tech-company's scaling potential post the securing of funds. The insights gained from this study not only enrich the existing body of knowledge on scaling and ICOs within the MOT literature but also hold considerable practical value for crafting effective scaling strategies in the high-tech industry

Climbing the corporate ladder: How top management team structure affects corporate misconduct

To bolster the possibility of becoming the next CEO, the heir apparent of a corporation has both a level of expectancy and motivation to reduce corporate misconduct. Studies that examine the relationship between corporate misconduct and the succession of the heir apparent are limited. As such, this study examines how the expectancy of the heir apparent to become CEO influences the motivation of the heir to minimize corporate misconduct. The study's finding suggests pay gap correlates with levels of misconduct. This study contributes to the strategic management literature by advancing corporate misconduct research beyond examining financial misrepresentation to examining the influence of organizational structure on corporate misconduct

Chief technology officer roles and performance

This paper assesses the impact of Chief Technology Officers (CTO) on firm performance using upper-echelon theory, human capital theory, and social capital theory. The upper-echelon theory is used to investigate how CTO roles are realised within a company regardless of the individual who carries them out, i.e. through a formal CTO position or not. Human and social capital theories are employed to assess how certain features of CTO influences his/her effect on company performance. Thus, this explorative study investigates two questions: 1) do CTO roles affect a firm’s performance and 2) which features of the senior manager in charge of technology influence performance? To answer these questions the study first develops a conceptual model and subsequently tests the model based on a survey of 49 firms in electronics and machinery industries in Turkey. Two findings emerge: 1) the fulfilment of CTO roles increases a firm’s profitability and 2) the existence of a distinct managerial technology position further improves profitability. Moreover, the study clearly shows the role of social capital theory in explaining how the company performance is likely to increase when the CTO/CTO-proxy manager is placed on a higher rung on the organisational ladder

Chief technology officer roles and performance

This paper assesses the impact of Chief Technology Officers (CTO) on firm performance using upper-echelon theory, human capital theory and social capital theory. The upper-echelon theory is used to investigate how CTO roles are realised within a company regardless of the individual who carries them out, i.e. through a formal CTO position or not. Human and social capital theories are employed to assess how certain features of CTO influences his/her effect on company performance. Thus, this explorative study investigates two questions: (1) do CTO roles affect a firm's performance?, and (2) which features of the senior manager in charge of technology influence performance? To answer these questions the study first develops a conceptual model and subsequently tests the model based on a survey of 49 firms in electronics and machinery industries in Turkey. Two findings emerge: (1) the fulfilment of CTO roles increases a firm's profitability and (2) the existence of a distinct managerial technology position further improves profitability. Moreover, the study clearly shows the role of social capital theory in explaining how the company performance is likely to increase when the CTO/CTO-proxy manager is placed on a higher rung on the organisational ladder