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

Power in Coalition: Strategies for Strong Unions and Social Change

{Excerpt} For decades, unions around the world, like the teachers\u27 union in Australia, have been struggling. Across advanced English-speaking economies, we have seen the rising power of capital and its increasing influence over government. This has created a hostile environment for unions, characterized by aggressive employers, unfriendly governments, and declining union membership. Unions have been forced to reevaluate their role and objectives. Debates have considered how unions could advance the conditions of their members and whether achieving this goal also requires a more fundamental confrontation with the political and economic logic that underpins this crisis for unions (Hyman 2007). This book is about the promise of successful coalitions. I consider why coalitions have re-surfaced as a strategy and the various ways in which coalitions can successfully achieve social change and rebuild the organizational strength of civil society. To do this, I identify three elements of coalitions using case studies based in Australia, the United States, and Canada. I draw out key principles about how to build strong coalitions and the circumstances under which coalitions succeed. I apply these lessons directly to unions, distinguishing the ways in which coalitions support union revitalization and enable unions to win on issues and build political agendas that they have struggled with on their own

Organising for Effective Academic Entrepreneurship

The contribution has three parts. In the first part the concept of academic entrepreneurship is explained, defined and put into the context of the entrepreneurial university. In the second part four cases are described: - (1) The Nikos case at the University of Twente: In Nikos teaching, research and spin-off activities are combined into one research institute. - (2) The NICENT case at the University of Ulster: NICENT is set up under the Science and Enterprise Centre activities in the UK. It focuses on education and training of students (undergraduates, graduates and post-graduates) and the stimulation of academic entrepreneurship in the academic constituency. - (3) The S-CIO case at Saxion Universities for Applied Sciences: In 2004 Saxion set up this Centre to have a one-stop shop for all entrepreneurial activities at the University. - (4) The Chair in Technological Entrepreneurship at Tshwane University: The focus of the Chair is on education of (under)graduate students in (technological) entrepreneurship and on the stimulation of entrepreneurship in the wider community. Each case has its own specific angle on academic entrepreneurship and in the thrid part the four cases are compared and analysed according to the model presented in the first part. Finally, some conclusions are formulated regarding the organisation of effective academic entrepreneurship

Film in the city: a report on the film & video sub-Sector in London

The movie business, and the distribution of films through the associated cinema and home video sectors is a truly global phenomenon. In terms of both production and distribution, Hollywood has traditionally dominated international markets, however, with radical innovations in information and digital technologies and the spread of the Internet, it has become increasingly easier to make and distribute films around the world . Coupled with this is the ‘runaway production’ concept, whereby Hollywood productions are no longer tied to site-specific studios and can choose to shoot and edit their (usually high-budget) movies in locations around the globe. This has created an international market where cities, such as Vancouver, Sydney, Brisbane, Prague, Cape Town, London and many more, compete for big movie business. London has a thriving film and video sub-sector and a highly competitive infrastructure, nurtured by a host of supporting institutions, which together create a powerful creative network of players capable of competing at a global scale. The physical geography of the city also matters to the film industry, not only in terms of shooting locations, but also in determining where to locate, pitch or exhibit the final creative product. Consequently, the location and interconnected value chain of producers, post-production, financiers, sales agents and distributors, cinemas and theatres, as well as the myriad of specialised and highly skilled workforce is key to the industry’s success. The co-location and clustering tendencies of individuals and institutions located at close proximity in London and highlighted in this report are evidence of the intense social networking that characterises the industry

The Role of CIOs and Board’s IT Competence on HIT Investments

Healthcare organizations currently face tough decisions regarding allocating resources to reduce costs and improve patient care. While IT investments have consistently been a priority, it is widely accepted as a given, resulting in research primarily examining IT investment outcomes. Recent studies highlight tensions between the role of CIOs and governing boards in determining IT resource allocations. Recognizing this, the current study investigates the dynamics between healthcare CIO presence and the board in driving targeted HIT investments. Drawing on the upper echelons theory, we theorize and propose several hypotheses to clarify the tensions between the CIO and the influence of boards in the healthcare industry, specifically in the context of HIT investments

You'll Be Surprised - Digital Business Strategy as Driver of Organizational Innovativeness

The presence of digital infrastructures fundamentally changes market conditions, business and IT strategy, and consequently organizational structures. This research investigates how the concept of a digital business strategy leads to increased organizational innovativeness and firm performance. We demonstrate how IT capabilities contribute to organizational innovativeness and induce the CIO’s positive role for IT-enabled business innovation. By means of an online survey among 228 IT decision makers in knowledge-intensive industries in the U.S., the results reveal organizational innovativeness being significantly higher influenced by the IT knowledge of business employees in organizations giving the digital business strategy high importance, whereas the top management team IT knowledge plays a greater role when digital business strategy is given low priority. By this research, we deliver first results of consequences for organizations conducting a digital business strategy and contribute to the discussion on IT-enabled innovation, CIO leadership, and the increasing relevance of organization-wide IT capabilities

Executive Mindsets Influencing the Alignment of IT and Strategy

When examining previous research on the IT-business strategy relationship, it becomes evident that a key difficulty for organizations is the alignment of IT and strategy. We find that this alignment can be better understood when examining the heads of the IT and business strategy organizational components, the CIO and the CEO. We propose that a technologist CEO and/or a business savvy CIO will improve the communication and understanding between these components, therefore producing a higher level of strategic alignment. We also propose that the three dimensions of IT capability (which have already been linked business performance), a strong and responsive IT staff, a cost-effective & well-managed IT infrastructure, and an effective IT-business relationship, are direct outcomes of strategically aligned planning. We test our model using the Fortune 1000 insurance firms as our sample. Results indicate that firms with a business savvy CIO are more likely to have a higher IT capability than those without a business savvy CIO

Mainroad: information technology investment solution

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economic