A Review of Chief Information Officer’ Main Skills

An extension of the technology acceptance model for business intelligence systems: project management maturity perspective

“…First, Factors that influence the acceptance of the BIS in companies were examined in order to enrich scientific literature in the area of BIS adoption, and we confirm the significant impact of the TAM core variables (PU and PEU) to the IS adoption, as indicated in number of previous research studies [40,33]. Second, TAM model was refined in order to be used for the implementation of the BISs, using the CIO as the informant, thus extending the research of Varajão et al [9] and Portela et al [10] who investigate the role of CIO in organizations. Third, we expand the TAM model, thus following the proposed approach of Venkatesh et al [36], with the construct measuring project management maturity based on the Grant et al [48].…”

“…The main limitation of the previous research is the emphasis on adoption of individual technologies, such as data mining and the OLAP, while the BIS adoption research is scarce. To our knowledge there is no research that would investigate the BISs usage from the CIO perspective, although CIO plays a critical role in the IS adoption [9,10], and that would also take into account the impact of project management maturity, as one of the most important factors for the successful IT adoption [20].…”

“…Other examples focus on parts of the BISs, such as data mining, and the online-analytical processing (OLAP) [6,7,8]. However, the research on the BISs adoption, as perceived by the chief information officer (CIO) has not been conducted, although CIO plays one of the most important roles in the decision making on the information system (IS) adoption [9,10]. Therefore, the goal of this paper is to present and empirically test a framework for investigating the determinants of the BISs implementation in companies, by expanding the TAM with the PM, using the CIO as the main informant.…”

Information Architecture For IS Function

“…In order to develop the activities he/she is in charge, the CIO needs to get several competences (Portela et al, 2010;Colomo-Palacios et al, 2010;Trigo et al, 2010): capacity of thinking and act strategically (Hawkins, 2004); capacity to mediate conflicts (Varajão, 2002); capacity to lead and motivate teams (Chiavenato, 1994;Lane & Koronios, 2007); capacity to manage projects (Gorgone & Gray, 2000); capacity of communicating (Feeny & Ross, 2000;Smaltz et al, 2006); capacity to follow up technological innovations (Lee et al, 2002;Lutchen, 2003); capacity of personal inter-relating (Katz, 1995;Reis, 1987); capacity of creating teams and structure them (Ward, 1995;Nelson, 1991;Polansky et al, 2004); capacity of negotiation (Reich & Nelson, 2003;Ertel & Gordon, 2007); capacity of adaptation to changes (Amaral, 1994;Rhinesmith, 1996); business knowledge (Keen, 1991;Reis, 1987;Rhinesmith, 1996); technical knowledge (Polansky et al, 2004); capacity of making decisions (Bilhim, 1999).…”