STAKEHOLDER’S ROLE IN HEALTHCARE SERVICES AND NEW INFORMATION TECHNOLOGY

The purpose of this study on “stakeholder role in healthcare services” is to facilitate our understanding of increasingly unpredictable external environments, thereby facilitating our ability to manage within these environments whether as the Marketing or the IT Manager decision roles. There is agreement in the literature concerning the major steps involved in stakeholder analysis:identification of stakeholder groups (e.g., employees, owners, communities, customers); determination of the stakeholders' interests; and evaluation of the type and level of stakeholder power or salience. Managers perceive the stakeholder to posses, thereby is producing seven categories of relative salience according to the number of attributes: urgency, legitimacy and power. The study is based one is a very comprehensive and internationally accepted classification of “stakeholder” based on Mitchell Theory 1997 with a broad review of five leading general management journals (Academy of Management Journal, Academy of Management Review, Journal of Management, Organization Science, Strategic Management Journal) and of two journals in the social issues in management field (Business & Society, and Business Ethics Quarterly). It identifies and repositions the role of the CIO (Chief Information Officer) in the internal structure of the company regarding the stakeholder’s interests and purposes.stakeholder theory, management perspective, healthcare marketing, information technology

Defining the Strategic Role of the Chief Information Security Officer

The level of sophistication and dynamism of the security threat environment requires modern organizations to develop novel security strategies. The responsibility to strategize falls to the Chief Information Security Officer (CISO). A review of the security literature shows there has been little emphasis on understanding the role of the CISO as a strategist. In this research, we conduct a systematic literature review from the disciplines of information security and strategic management to identify specific attributes required by CISOs to become effective strategists. We discuss these attributes in the context of Information Security Management and argue that CISOs with these attributes or capabilities are better positioned to overcome the existing strategic security challenges facing organizations. Available at: https://aisel.aisnet.org/pajais/vol10/iss3/3

An Empirical Assessment of the CIO Role Expectations Instrument Using PLS Path Modelling

The validation of information systems research instruments has not received the attention that it deserves. Based on data obtained from 174 Australian CIOs, we use component-based structural equation modelling (PLS/SEM) to investigate the psychometric properties and possible modeling of the highly regarded CIO role expectations instrument that Smaltz, Sambamurthy, and Agarwal (2006) have developed. Results show that the CIO role expectations instrument exhibits solid validity and reliability indices despite some minor weaknesses. The results also demonstrate the possibility to model the constructs of this instrument in different null and hierarchical models, and they provide further empirical support for the validity of this instrument to measure the CIO role in different countries and different types of industries beyond the U.S. healthcare sector in which Smaltz et al. developed it. The results provide support for CIO role theory on two central issues: CIOs are fulfilling a configuration of roles not just one specific role, and the CIO roles can be grouped into two major categories: supply (operational) side roles and demand (business) side roles

Leadership in higher education: the CIO role and the leadership team

In this study, I focus on higher education CIOs, their role in the organization, and how this role differs when the CIO is a member of the executive leadership team. Four hundred fifty (450) CIOs of mid-sized, private four-year colleges received a survey, and 51 respondents provided information about their role and perspectives. I interviewed six CIOs on the president's cabinet and six not on the president's cabinet, and used qualitative analysis to compare experiences of individuals in the two case groups. CIOs on the leadership team described different opportunities and approaches than CIOs not on the leadership team. Both groups reported significant benefit to being on the president's cabinet but cited the role of the president or supervisor as being more important

The CIO Role Expectations Instrument: Validation and Model Testing

The validation of IS instruments has not been given the attention that it deserves. This study uses component-based structural equation modelling (PLS/SEM) to investigate the psychometric properties and possible modelling of the CIO role expectations instrument based on data obtained from 174 Australian CIOs. Results show that the CIO role expectation instrument exhibit solid validity and reliability indices despite some minor weaknesses. The results also demonstrate the possibility to model the constructs of this instrument in different null and hierarchical models, and the validity of this instrument to measure the CIO role in different types of industries not just the healthcare sector in which it was developed. The results provide support for CIO role theory on two central issues: CIOs are fulfilling a configuration of roles not just one specific role; and the CIO roles can be grouped into two major categories: supply side roles and demand side roles

The Chief Information Security Officer and the Five Dimensions of a Strategist

The modern organisation operates within a sophisticated and evolving security threat landscape that exposes its information infrastructure to a range of security risks. Unsurprisingly, despite the existence of industry ‘best-practice’ security standards and unprecedented levels of investment in security technology, the rate of incidents continues to escalate. Furthermore, a review of security literature reveals an apparent lack of strategic perspective in the field of information security management (ISM) which results in a number of strategic challenges for ISM function in organisations. The level of sophistication and dynamism of threat requires organisations to develop novel security strategies that draw on creative and lateral thinking approaches. Such a security campaign requires the Chief Information Security Officer (CISO) to function as a ‘strategist’. However, there is little or no evidence in security literature to show that the security leader is required to function as a strategist. In this research, we set out to identify the specific competencies required by CISOs to become effective strategists by performing a systematic literature review of both security and strategic management literature. We thematically analysed and coded the characteristics extracted from strategic management literature into the five dimensions of the strategist. We discuss these macro competencies in the context of ISM, and argue that CISOs with these five dimensions of a strategist will be able to overcome the existing strategic challenges facing ISM in organisations

An Investigation Into the Ingredients Necessary for a Successful Implementation of SAP

This thesis will focus on the impact of Enterprise Resource Planning (ERP) software applications, mainly SAP, and the impact they have on business functions and efficiency. Businesses have been able to take advantage of improvements in computer technology to make improvements to their every-day processes and procedures. One category of software applications they can use are ERP applications. ERP\u27s provide many advantages for companies - faster access to more reliable data with which to make better decisions, and more efficient use of company resources. These advantages can only be achieved though, if the application is produced and used correctly, which is a challenging task. These implementations are complex processes, requiring extensive modification of company procedures, and a major commitment of employees, time and money. Upper management must plan out the project from beginning to end, considering all the options along the way. One way to make this monstrous task more manageable is by breaking down the implementation into phases: strategy, initiation, definition, transition and improvement. If this project is not planned out appropriately, tragic consequences may occur, including, failure of the system, late or missed orders and squandering the company\u27s money and time. The purpose of this study is to investigate how successful the integrated approach and methodology of an ERP, such as SAP, can be within an organization. Specifically, it is hypothesized that each phase of an implementation will have a serious impact on the successful completion of the project. Numerous case studies of previous implementations were analyzed in this study. These case studies were evaluated by the researchers to determine whether the project was a success or failure, and why. There were also interviews conducted with people who had implemented SAP, and also users of the system. These people had the expertise of doing implementations, the knowledge of how the phases effect one another and how to avoid pit-falls along the way. Results of this analysis produced evidence that the hypothesis be accepted and to conclude that, within the scope of this study, without careful planning, the different phases of an implementation can have a serious impact on the overall success of the implementation project

Overcoming Barriers to People of Color in Union Leadership

[Excerpt] It has been 10 years since the report on full participation. In preparation for the 2005 AFL-CIO Convention, the AFL-CIO, under the direction of the Executive Council’s Civil and Human Rights Committee, initiated a study to consider what other steps can be taken to address the underrepresentation of people of color in union leadership. It is hoped that this report will serve as a complement to a similar report on working women that was submitted to the Executive Council by the Executive Council’s Working Women’s Committee in March 2004, entitled, “Overcoming Barriers to Women in Organizing and Leadership.