7,304 research outputs found

    Mechanisms for the Development of Shared Mental Models between the CIO and the Top Management Team

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    Extant research has documented that the relationship between the chief information officer and the management team (TMT) has been troubled. An often cited contributing factor to this has been the gap in understanding between the CIO and the TMT. The objective of this study is to examine the development of shared mental models (SMMs) between the CIO and TMT about the role of information systems in the organization. A SMM is conceptualized as a multidimensional construct spanning the dimensions of shared language and shared understanding. The study posits that knowledge exchange mechanisms and relational similarity between the CIO and TMT are key antecedents to the development of SMMs. SMMs between the CIO and TMT are expected to guide the strategic orientation of the organization and may influence strategic alignment and organizational outcomes. The model was tested via a field survey of 382 CIOs using structural equation modeling. Results show that relational similarity and formal mechanisms of knowledge exchange (e.g., formal CIO membership in the TMT, CIO hierarchical level, and formal educational mechanisms by the CIO) are important to the development of SMMs. Contrary to expectations, social informal mechanisms of knowledge exchange and physical proximity were not significantly related to SMMs. Given the undeniable importance of developing a shared view of the role of IS in the organization by senior executives, such research has important theoretical and practical implications

    Environmental modelling of the Chief Information Officer

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    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

    IT Leadership in Transition - The Impact of Digitalization on Finnish Organizations

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    Digitalization is transforming business models across industries. As information technology (IT) is becoming embedded in products and services, IT leadership has an increasingly dualistic role in supporting the organization and also serving its customers' changing needs. The ACIO research program studied how Finnish industry and public sector organizations utilize information technology in developing and managing critical business capabilities. The focus was on understanding and analyzing contemporary approaches to IT leadership. This research report summarizes some of the key research findings, providing scholars and practitioners with insights into and understanding of digitalization and changes in IT leadership in Finnish informationintensive organizations

    INFORMATION SYSTEMS STRATEGIC LEADERSHIP IN THE LAST DECADE: NEW ADVANCEMENTS AND BLUE OCEAN OPPORTUNITIES

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    Information Systems (IS) strategic leadership literature is an important research stream in the IS field. Chief Information Officers (CIO) are central to this literature, with several themes discussing the roles, characteristics, effectiveness, CIO/TMT relationships, and organizational impact of CIOs. This paper discusses the IS leadership literature in last decade (2007-2017) with the objectives of synthesizing the recent articles, identifying new emerging themes, and presenting opportunities for “Blue Ocean” research. We argue that more research is still needed in this field, and potential contributions for both academia and practice are great

    Interfaces of Strategic Leaders: A Conceptual Framework, Review, and Research Agenda

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    Interfaces are of growing importance for theorizing and testing the influence of strategic leaders on firm behavior and actions. But despite their relevance and ubiquity, the lack of a commonly accepted definition and unifying framework has hindered researchers’ ability to take stock, synthesize, and systematize extant knowledge. We first develop an encompassing definition and organizing framework to review 122 prior studies across three decades. We then chart promising directions for future research around three concepts central to the framework and review: (1) Why do interfaces occur? (2) What happens at these interfaces? and (3) What are the impacts of interfaces? Together, the encompassing definition, framework, review, and specific directions for future research provide the much needed platform to agglutinate research and advance strategic leader interfaces as the next frontier of strategic leadership research

    Time for Climate Change: Leadership, IT Climate, and their Impact on Organizational Performance

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    Information systems (IS) have become essential for operating firms successfully. How to align business and information technology (IT) executives to in-crease organizational output has been widely dis-cussed in literature. This research focusses on pre-requisites and consequences of a positive IT climate in organizations where the need for deep IT and business knowledge is constantly increasing. We shed light on how organizational leaders, both from business and IT, influence a positive organizational IT climate by IT leadership and subsequently, how an organizational IT climate affects strategic align-ment and firm performance. By applying a two steps approach, this study evaluates the results of a survey among 322 IT decision makers in the U.S. working in knowledge-intensive and less-knowledge intensive industries. Our findings illustrate that IT leadership and IT climate differ between the two groups, and can confirm organization wide firm IS knowledge as a strategically important resource to achieve organ-izational performance

    ERP implementation methodologies and frameworks: a literature review

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    Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

    Development and Implementation of IT-Enabled Business Processes: A Knowledge Structure View

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    As competitive pressures mount, organizations must continue to evolve their business processes in order to survive. Increasingly, firms are developing new IT-enabled business processes in response to rising competition, greater customer expectations, and challenging economic conditions. The success rate of these projects remains low despite much industry experience and extensive academic study. Managerial and organizational cognition represents a potentially fruitful lens for studying the design and implementation of IT-enabled business processes. This view assumes that individuals are information workers who spend their days absorbing, processing, and disseminating information as they pursue their goals and objectives. Individuals develop cognitive representations, called knowledge structures, to represent their complex informational environment. Knowledge structures in turn help individuals to assimilate and process a bewildering flow of informational cues. Given the large degree of communication and information sharing required during the design and implementation of new business processes, it follows that knowledge structures likely play a large role in the success of these projects. This dissertation, organized as three essays, attempts to address this gap by investigating the influence of knowledge structures on the successful design and implementation of IT-enabled business processes. Essay 1 utilizes a case study method to observe the evolution of knowledge processes and the role of knowledge structures across three large-scale IT projects occurring over a ten-year period at a Fortune 100 company. Essay 2 investigates the knowledge building potential of business process models for both individual- and group-level knowledge. Essay 3 develops an individual-level model of business process appraisal by incorporating constructs from the job/role literatures into a popular IT appraisal mechanism. The resulting business process appraisal model is then tested as an early indicator of project success. Essay 2 and 3 hypotheses were tested using a field study in an organization which recently implemented a new purchasing and receiving process as part of a larger ERP project. Results suggest support for the proposed models. Important implications for research and practice are discussed

    Realizing Shared Services - A Punctuated Process Analysis of a Public IT Department

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    IT services are increasingly being offered via a shared service model. This model promises the benefits of centralization and consolidation, as well as an increased customer satisfaction. Adopting shared services is not easy as it necessitates a major organizational change, with few documented exemplars to guide managers. This research explores a public IT unit’s realization of shared services with the intent to improve the transparency of its value proposition to their stakeholders. An ethnographic field study enabled in-situ data collection over a 24-month period. We analyzed the resulting, rich process data using the Punctuated Socio-Technical IS Change (PSIC) model. This resulted in several contributions: an explanatory account of shared services realization, an empirically grounded punctuated process model with seventeen critical incidents, and twelve key lessons for practitioners. Several extensions to extant process research methods are developed. These contributions combine to form a detailed and nuanced understanding of the process of realizing IT shared services at a large public university over a multi-year period
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