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 has exhibited 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: (1) CIOs are fulfilling a configuration of roles not just one specific role (2) the CIO roles can be grouped into two major categories: supply side roles and demand side roles

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

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

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

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

Mindful Organizing for the CIO: Towards a Conceptual Model for Transformational Leadership

Considered invaluable to corporate entities, CIOs are relied upon for the strategic oversight of technological infrastructure as well as the articulation of a business case for IT resources. How can CIOs prepare for and respond to dynamic, and often uncertain changes, which challenge organizational resources, processes, and strategies? Research continues to indicate that technological transformation and integration of newer, faster IT capabilities have become a critical focus for the CIO. Extant literature on mindfulness suggests that mindful organizing (MO) can facilitate and enhance the effectiveness of strategic level decision makers. Integrating insights from MO, we present and analyze the literature to build an action orientated framework to support the CIO in leveraging the dynamic capabilities under his/her purview. Our objective is to examine key attributes of mindful organizing which are especially critical to building a level of awareness that cultivates an environment for reliability under transformational leaders