Chief information officers: an empirical study of competence, organisational positioning and implications for performance

Cohen, Jason F.; Dennis, Claire M

doi:10.4102/sajems.v13i2.46

Cited by 14 publications

(4 citation statements)

References 62 publications

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“…That means the IT leaders in organisations that articulated the higher transformational view of IT are more likely to have a higher level report to the CEO and hold the higher title of CIO or Vice President IT, whereas IT leaders in organisations that articulated a lower 'informate-up', 'informate-down' or an 'automate' view of IT are more likely have a lower level report to the CFO or COO and more likely to hold the lower title of CTO or IT /IS manager/director. These results are consistent with the results of Karimi et al (1996); Grover et al (1993); Raghunathan and Raghunathan (1989); Cohen and Dennis (2010);and Banker et al (2011) who argued that the rank of the IT leaders should align with the firm's competitive strategy and IT orientation. Secondly these finding provide further support for the proposition developed by Sherer (2004) which argued that the reporting structure of IT leaders is influenced by the strategic vision of IT.…”

Section: Discussionsupporting

confidence: 90%

The Relationship Between Organisational Strategic IT Vision and CIO Roles: One Size Does Not Fit All

Al-Taie

Lane

Cater-Steel

2014

AJIS

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The organisational strategic IT vision has been considered as a key contingency that affects the role of Information Technology (IT) leadership in organisations. Using the theoretical lens of the contingency approach to leadership, this study investigates the influence of strategic IT vision of an organisation on the Chief Information Officer (CIO) role and structural power. A large-scale survey was conducted with CIOs of Australian organizations. The results of the data analysis show that the Educator role of the CIO seems to be more important in organisations that articulated a 'transform' vision of IT compared to organisations that focus on IT for automation. The results also show that CIOs in organisations that strategically view IT as a transformation or informate-down orientation gave the role of Information Steward more attention than CIOs working in organisations where IT is viewed as a means to automate processes. The findings also show that there is significant positive association between the organisation's strategic IT vision and the CIO's structural power in terms of reporting structure and CIO job title. This study has implications for practitioners as the findings indicate the necessity for CIOs to align their roles with their firm's IT vision and suggest that Chief Executive Officers (CEOs) should empower their firm's CIOs in terms of their reporting structure and job title as the role of IT in the organisation progresses from the lower strategic vision of IT (automate) to the highest vision (transform).

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Section: Discussionsupporting

confidence: 90%

The Relationship Between Organisational Strategic IT Vision and CIO Roles: One Size Does Not Fit All

Al-Taie

Lane

Cater-Steel

2014

AJIS

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“…Consist of this effectiveness from the specialist employees, experts, the particular study as well as advancement (R&D) people, the particular maker workers, advertising and marketing-the bottom line is almost all people with a good instant connection [6]. The particular superiority among specialist staffs in addition to dealing with personnel is going to make her different features figuring out in the same way which they link together and the way these individuals interact with the specific outside earth [7].…”

Section: Introductionmentioning

confidence: 99%

The Relationship Learning and Knowledge Based View of Strategy

Khudair¹

2018

OJBM

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The rate of learning is determined by the method that one comes up with the information. The identical substance can be realized often times quicker if properly formulated. This work aims at fostering multidisciplinary dialogue and study about knowledge-intensive methods to learning administration as well as studying procedures in the person, business and countrywide amounts, focusing information portrayal problems, sociable and organizational components, architectural, and layout concerns associated with studying supervision systems. Moreover, business strategy can be defined as set of plans in order to achieve the required goals. While nowadays, there is no accurate definition of strategy. In this work, collection of strategy definitions, research methods, industrial economics view of strategy, resources based view of strategy and the competitive dynamics view of strategy are explained in details. Moreover, the related research including strategy definitions is previewed.

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“…In the ever-changing business environment, no one would question the role of information systems and technology (IS&T). According to Cohen and Dennis (2010), the improved contribution of IS&T to organisational performances is a key business objective. Carr (2003) goes even as far as stating that IS&T has become the backbone of modern commerce.…”

Section: Introductionmentioning

confidence: 99%

Developing Corporate Strategies To Enable Resilience In The South African Information Systems And Technology Industry

Buys

2014

JABR

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Globalisation has contributed to many new challenges in the Information Systems and Technology (IS&T) industry, which placed increased pressure on organisational long-term sustainability. Just like their global counterparts, IS&T organisations in the South African marketplace also need to be cognisant of its competitive business environment in order to survive in a very competitive environment. However, in the dynamic business environment, organisational resilience becomes a crucial building block in achieving sustainability. The objective of this article is to identify and consider key factors in the South African IS&T industry that not only embraces a thorough understanding of the business environment, but also of corporate resilient strategies that may support its long-term sustainability. Based on a PEST and SWOT analysis, it was found that the local IS&T business environment, which includes the uncertain and unpredictable role of government together high-levels of crime and unemployment, makes for both challenging and promising times in the South African IS&T industry.

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Chief information officers: an empirical study of competence, organisational positioning and implications for performance

Cited by 14 publications

References 62 publications

The Relationship Between Organisational Strategic IT Vision and CIO Roles: One Size Does Not Fit All

The Relationship Between Organisational Strategic IT Vision and CIO Roles: One Size Does Not Fit All

The Relationship Learning and Knowledge Based View of Strategy

Developing Corporate Strategies To Enable Resilience In The South African Information Systems And Technology Industry

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