Environmental modelling of the Chief Information Officer

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

Enterprise Web 2.0: The Challenge of Executive Sense-Making and Consensus

As the complexity of business ventures increase and the essential roles of IT-alignment processes and service coherency receive increasing attention, managerial exchange and coordination across the executive board become all the more pivotal. Enterprise Web 2.0 is particularly affording in this respect, as the deployment of the involved web-based applications and services in core build on the realization of overarching, holistic business conceptions; i.e., strategic consensus among chief executive (CEO) and chief IT (CIO) must be seen as core prerequisites for successful future corporate IT-development. Based on results from the Enterprise 2.0-Survey FIN08, administered to Finnish enterprise leaders, this paper reports on the contents and degrees of consensus between these two managerial populations regarding the 4 interest areas of familiarity and basic conception, evaluation and attitude, sense-making and deployment objective, as well as deployment manner. Generally we found CIOs and direct IT-managing officers to be more knowledgeable and experienced, as well as more ready to invest than CEOs and officers with mere decision-making competences. However at the same time, CIOs displayed also a higher degree of critical realism and caution about the prospects and enterprise Web 2.0-deployment

Do CIOs Matter? Assessing the Value of CIO Presence in Top Management Teams

Though the importance of Chief Information Officers (CIOs) is well recognized in academic literature, concerns have often been expressed about the status of CIOs and their waning influence. In fact, not all firms choose to have Chief Information Officers (CIOs)as a part of their top management teams. This research investigates whether CIO presence/absence in top management teams affect firm performance. We assembled a multi-industry dataset of 205 firms that included CIOs in their TMTs and assessed their financial and market performance over a three year period (2002-2004). We found firms that included CIOs in their top management teams to have significantly better financial performance than their peer firms who did not. The results and their implications are discussed. This study provides an initial step towards understanding the empirical linkages between IT leadership and firm performance

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

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

AN ANALYSIS OF IT EXPECTATION ACROSS DIFFERENT STRATEGIC CONTEXT OF INNOVATION: THE CEO VERSUS THE CIO

The literature has much discussed the chief executive officer (CEO)-chief information officer (CIO) relationship that affects the strategic use of information technology (IT) (i.e., strategic alignment). However, the literature about divergent perception of IT expectation between the two groups, depending on their emphasis of innovation is sparse. This study fulfils this gap. Questionnaires were sent to both CEOs and CIOs in 745 non-manufacturing companies in Taiwan, and good matched-pair surveys totalled 119. Results suggested that aggressive innovative companies tend to have higher CIO satisfaction and lower CEO satisfaction with the IS planning process and with the outcomes after the use of IT and vice versa. Implications of results are discussed

Information technology issues in healthcare: Hospital CEO and CIO perspectives.

Healthcare Information Technology (HIT) is widely regarded as a key to improving the quality of healthcare in the United States and potentially reducing its cost. Yet, its implementation is a continuous challenge for the healthcare industry. In this article, we report the results of a survey distributed to CEOs and CIOs at 1400 U.S. hospitals regarding their perceptions of the key information technology (IT) issues in healthcare. Among the top ten issues, the implementation of electronic medical records is ranked the highest. Included in the top ten are issues related to: improving healthcare quality by the use of information technology; change management, privacy, security, and accuracy of electronic records; and decision support applications. While some differences existed, we found much similarity between the views of the CEOs and the CIOs with both groups being characterized as conservative and risk-averse in their entrepreneurial orientation. No major differences were observed between urban and rural hospitals, or large and small hospitals. Given the heightened interest in healthcare IT, these results have wide implications for many stakeholders in this burgeoning industr

Information Technology Issues in Healthcare: Hospital CEO and CIO Perspectives

Healthcare Information Technology (HIT) is widely regarded as a key to improving the quality of healthcare in the United States and potentially reducing its cost. Yet, its implementation is a continuous challenge for the healthcare industry. In this article, we report the results of a survey distributed to CEOs and CIOs at 1400 U.S. hospitals regarding their perceptions of the key information technology (IT) issues in healthcare. Among the top ten issues, the implementation of electronic medical records is ranked the highest. Included in the top ten are issues related to: improving healthcare quality by the use of information technology; change management, privacy, security, and accuracy of electronic records; and decision support applications. While some differences existed, we found much similarity between the views of the CEOs and the CIOs with both groups being characterized as conservative and risk-averse in their entrepreneurial orientation. No major differences were observed between urban and rural hospitals, or large and small hospitals. Given the heightened interest in healthcare IT, these results have wide implications for many stakeholders in this burgeoning industry

Business and Information System Alignment Theories Built on eGovernment Service Practice: An Holistic Literature Review

© 2019 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution 3.0 License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.This chapter examines previous studies of alignment between business and information systems holistically in relation to the development of working associations among professionals from information system and business backgrounds in business organization and eGovernment sectors while investigating alignment research that permits the development and growth of information system, which is appropriate, within budget and on-time development. The process of alignment plays a key role in the construction of dependent associations among individuals from two different groups, and the progress of alignment could be enhanced by emerging an information system according to the investors’ prospects. The chapter presents system theory to gather and analyze the data across the designated platforms. The outcomes classify that alignment among business and information system departments remains a priority and is of worry in different ways in diverse areas, which provides prospects for the forthcoming discussion and research.Final Published versio

The changing role of the Chief Information Officer (CIO): an inquiry into the demands, constraints and choices of the CIO

In recent years, the impact of global forces such as the increasing pace of technological innovation and the growing affluence of emerging economies has changed the role of Information Technology (IT). New sourcing models and increasing competitive pressure have had a significant effect on the way technologies are delivered and subsequently the role of the Chief Information Officer (CIO) has gradually been migrating from one of a support role to that of playing a crucial part in the execution of corporate strategies. Whilst previous academic studies appear to be focused on the different competencies of the CIO, there have been few studies concerning how CIOs perceive their role and their future. Drawing on the various concepts from role theory, this PhD thesis constitutes the first known study aimed at presenting the role demands, constraints and the choices as perceived by the CIOs. Using a qualitative approach, 25 semi-structured interviews were conducted with both CIOs and senior IT leaders. Empirical evidence highlights the critical importance of role choices in determining what type of CIO an individual will be. It has also enabled the development of two new CIO role models; the Abeyant CIO and the Transmuted CIO. The Abeyant CIO model has been established to help understand the role enactment of CIOs who have not yet made the transition from a manager to a leader. In this scenario, it is asserted that individuals are the recipient of a role that was formulated by the role set, and that this ultimately determines the level of demands and constraints within the individual’s environment. In contrast, the transmuted CIO scenario emphasises that individuals have been through a process of self-reflection and they have made conscious choices throughout their careers that have resulted in approaching the CIO role differently. It is theorised in the transmuted CIO scenario that individuals are not the mere recipient of role set expectations and that they are actively involved in role making

The Perception of CEOs and CIOs in Regard to Planning and Information Systems Success in Higher Education in the Southeastern United States

As information systems become an ever-increasing part of the educational infrastructure, their successful implementation and operation become paramount and strategic. It appears that information systems have not been utilized in a paramount or strategic fashion by education, especially in organizations of higher education. The intent of this research was to identify the perceptions of the presidents/chief executive officers (CEOs) and the senior information systems executive\u27chief information officers (CIOs) in not-for-profit institutions of higher education, accredited by Southern Association of Colleges and Schools (SACS), and whose highest conferred degree is a master\u27s degree or higher. The study reviewed certain institutional and respondent demographics. The perceptions queried related to four categories: (a) institutional strategic planning, (b) information systems planning, (c) information systems success, and (d) critical effect of information systems on the institution\u27s operation. All data collected were self-reported by the CEOs and CIOs of the surveyed institutions. A total of 316 not-for-profit higher education institutions were sent a package requesting that a survey be completed by the CEO and the CIO of the respective institution. The mailing comprised the entire population of the study. Response was permitted by mail and web. Usable responses were received from seventy-five institutions; the respondents included forty-nine CEOs and fifty-two CIOs for a total of one hundred one individual responses. The major findings of this study may be summarized. Perceptions of CEOs and CIOs in regard to planning and information systems success are the same in terms of most of the variables of the study. The perceptions which differed were only in a matter of degree. There were no occasions where the perceptions of the CEOs and CIOs were on opposite ends of the continuum. Demographics have little to do with the perceptions of CEOs and CIOs in regard to planning and information systems success. The criteria for judging the success of the information systems function may be categorized into (a) user satisfaction, (b) meeting goals and objectives, and (c) system reliability