The evolution of the CIO profile: Evidence in Chile

The great and dynamic possibilities offered by the information technologies (IT) impose new challenges to the organizations. The new capabilities of IT demand that the skills and abilities of the people in charge of the technological management evolve accordingly. In this context we are intrigued by what is the evolution of the Chief Information Officer (CIO) that endows him/her with the capacity to face such challenges? Are there patterns in the evolution of the CIO profile? To answer these questions we integrated the definitions in the literature for the ideal CIO profile with the academic programs of prestigious universities in a conceptual map. Then we interviewed 26 CIOs working in Chile to contrast their profiles with the conceptual map. From the literature review we found several prescriptive features regarding the profile and role of the CIO in modern organizations. Differences were found between the ideal role and the evolutionary status of Chilean CIOs. In spite of the differences, we found patterns for the evolution of the profile that allowed us to propose hypotheses and recommendations for the evolution of Chilean CIOs. Finally, we believe that this paper offers a powerful diagnose of the CIO profile to be used by organizations, IT professionals and universities to set professional and academic paths for success in the IT leading position

THINKING ABOUT IDENTITIES OF INFORMATION PROFESSIONALS: EXPLORING THE CONCEPT OF INTERSECTIONALITY

The changing information landscape is recasting the role of information managers as strategic leaders advising on business competitiveness and advocating organizational change. However there is considerable uncertainty as to how these roles are being interpreted and the extent to which this impacts upon professional identity. Recently there has been an emerging awareness in IS research of the need to further explore identity issues in organisations. The aim of this paper is to report on the first stage of a research project that is examining how the identities of information professionals, specifically information managers, are constructed as it has received limited attention in theory and practice. Further, we explore the concept of intersectionality as an analytic approach that simultaneously considers the effects of different social memberships at multiple levels in the identity formation process

IS CAPABILITIES FOR ROBOTIC PROCESS AUTOMATION - FEENY-WILLCOCKS FRAMEWORK REVISITED

This paper discusses the need of IS capabilities when introducing Robotic Process Automation (RPA) from a suppliers\u27 perspective. This perspective is vital because of the lack of research and because suppliers of technology have extensive experience and influence during a customer\u27s adoption of RPA. RPA adoption requires developing a relationship consisting of internal and external actors with potential mutual benefits that will be further explored in this paper. For analysis, we revisit an existing framework by Feeny-Willcocks focused on critical core IS capabilities for exploiting new technologies. Therefore, the discussions presented in this paper will complement existing internal perspectives on the adoption of RPA. Our conclusions point towards the benefits of applying the suggested framework in an RPA context. The framework enables a systemic overview of essential organizational capabilities, relationships and dimensions when successfully exploiting RPA. The framework also assists in clarifying which capabilities are crucial and reveals necessary dependencies between them

The influence of total domestic outsourcing on the role of the IT function: a case study of the BBC

The prominent themes of the research are total domestic outsourcing and the role of the IT function. The latter has been an issue for researchers and practitioners since the early days of information systems. The role of IT has changed considerably over the years, from basic administrative data processing to the central focus of enabling strategic processes. The literature reveals the considerable changes that have taken place over the last 30 years in the role of the IT function. The IT department over the years has moved from a traditional manufacturing role, where the department would be involved in software development and maintenance, computer operations, and technical services, to a more services orientated role. In addition, IT outsourcing has grown over the past thirty years to become a major industry. It usually involves some transfer of assets and staff to the vendor. The concept of IT outsourcing has changed over the years from a tactical option for the IT function to, in some cases, a significant part of a long-term strategy to structure and manage organisations. As such, it has often had a considerable influence on the role of the IT function. Although much has been written about IT sourcing strategy, there is a gap in the literature regarding in-depth case studies of the impact of IT outsourcing on the IT function, seen within various levels of the organisation, from senior management down to operations, and everyday users. Similarly, there are few studies that consider IT outsourcing in the context of other competitive and industrial forces that are affecting the management and operation of large organisations. This research comprises a detailed case study of the implementation of large-scale domestic IT outsourcing within the British Broadcasting Corporation (BBC). It utilises Activity Theory as a lens to examine the implementation from the perspective of various stakeholder groups at different levels within the organisation in order to address the research question: “What is the influence of total domestic IT outsourcing on the role of the IT function?” The central contributions of the thesis are within the methodological and theoretical areas. The in-depth case study of a large organisation with a rich culture draws out interesting data, and the use of Activity Theory analyses the data in a novel way. The total domestic outsourcing affects not only the role of the IT function, but the entire organisation. It leads to huge transfers of staff and assets, restructures, redundancies and changes to everyday processe

Applying Social Capital Theory to the Management of IT Outsourcing

This thesis develops a conceptual framework for relating Social Capital theory to large IT outsourcing projects. It uses this to explore how social factors that arise in outsourcing situations can influence organisations’ competence in IT innovation. It finds that social capital principles provide a valuable alternative perspective to established practices in managing IT outsourcing. Social capital can be applied both in the analysis of IT outsourcing results and in planning outsourcing transitions that lead to improved longer term knowledge creation and innovation capability. Research was carried out in two large and established users of IT outsourcing, a UK government agency and a major bank. Based on this, two detailed case studies were prepared and an interpretive methodology used to understand how the respective outsourcing projects had developed. A conceptual model of the interacting organisational factors that lead to IT competence is derived from existing literature and tested against the case study data. This model sets out the new concept of an ‘outsourcing enclave’ as a unique structure in which knowledge resources of outsourcing client and vendor are combined, supported by social capital that is distinct from that in either feeding organisation. The thesis uses the model to observes how, in the cases studied, effective management of social capital in outsourcing enclaves has created situations conducive to knowledge creation and innovation and the barriers to this that were encountered. This reveals that social capital management in these organisations called for time after outsourcing transition during which social capital can stabilise in the enclave, for learning from the achievement of short term objectives and for application of relational governance alongside the outsourcing contract. The main contributions of the thesis are the conceptual framework of the outsourcing enclave and the use of this to apply social capital theory to specific situations of IT outsourcing. It also demonstrates how theorised dimensions of social capital can be used to interpret outcomes in real outsourcing situations. The cases provide further empirical support for social capital theory and their interpretation a basis for further research in the specific area of outsourcing and IT outsourcing in particular

The importance and influence of middle management on organisational culture change : an action research study

This doctoral thesis explores the influence of middle management on cultural change processes in organisations. An action research strategy in a medium-sized organisation that was facing broad structural and cultural change was adopted. It is well-documented in the literature that the position top management takes with respect to cultural change is of high importance for successful change. At the same time, the role of middle management seems to have lacked attention until recently. The purpose of this work is to contribute to knowledge about middle management during such processes and to explore the roles middle-managers play within such cultural change. In addition it researches if middle managers take over the explored roles, when the organisation creates an environment that supports cultural change. Middle management is mainly discussed in the literature in the context of strategic change. In the context of organisational culture research with a middle management perspective still seems to be missing. Using a critical realist philosophical approach an action research strategy was adopted. The practical part reveals the action cycles undertaken. First, the action research cycles according to the consultancy work are presented, as they form an important basis for the parallel conducted thesis cycles. Actions and data collection methods are discussed. During the research different methods have been chosen to create an extensive picture of the development inside the organisation, and to answer the research questions: three qualitative interviews, participative observations on six occasions (workshops and meetings), as well as two quantitative questionnaires (staff surveys). The findings suggest that an organisational culture change occurred in the time-span of two years and that middle management played a crucial part within this process. Several roles can be located with the role 'cultural role model' as the most important one. In addition, the roles middle management play as part of strategic changes according to various literatures was in the main confirmed. These findings contribute to knowledge about middle management and help to minimise the existing gap. The results can be used to develop a model of integrating middle managers actively into the change process and using their creative potential. The thesis finishes with recommendations, not only for further research but also concerning practical considerations. Furthermore, limitations of this research work are outlined.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

The crucial role of middle management in outsourcing

For many years, middle managers have been a primary target for cost-cutting, including when justifying IT investments or cost savings from IT outsourcing. Recently, however, published research on middle managers and our own research suggest that the role of middle managers in both client and supplier organizations is a key determinant of the effectiveness of an outsourcing arrangement. Based on our extensive database of in-depth case studies for IT and business process outsourcing, and offshoring arrangements, we identify the key middle manager capabilities and roles in both client and supplier organizations. These capabilities help ensure the relationship chemistry and adaptability needed for effective delivery of outsourced services