CIOCB: A framework of competences for the Chief Information Officer – preliminary study

Gouveia, António Jorge; Varajão, João

doi:10.1016/j.procs.2019.12.175

Cited by 1 publication

(6 citation statements)

References 12 publications

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Section: Cio Competenciesmentioning

confidence: 99%

“…As the expectations, triggered by the evolution and adaptation of IT, have increased significantly toward the IT function and the CIO, Gouveia and Varajão (2019) have investigated required competencies for CIOs. Their preliminary results are summarized in their framework CIOCB-CIO Competences Baseline, which consists of technical, behavioral, and contextual dimensions (Gouveia and Varajão 2019). The technical dimension refers to competencies related to methods, processes, procedures, and techniques and corresponds to the technical competencies in the framework by Tahvanainen and Luoma (2018) (Gouveia and Varajão 2019).…”

Section: Cio Competenciesmentioning

confidence: 99%

“…Their preliminary results are summarized in their framework CIOCB-CIO Competences Baseline, which consists of technical, behavioral, and contextual dimensions (Gouveia and Varajão 2019). The technical dimension refers to competencies related to methods, processes, procedures, and techniques and corresponds to the technical competencies in the framework by Tahvanainen and Luoma (2018) (Gouveia and Varajão 2019). The behavioral dimension, which describes competencies related to attitudes and behavior, is covered by the personal and professional competencies in the framework by Tahvanainen and Luoma (2018) (Gouveia and Varajão 2019).…”

Section: Cio Competenciesmentioning

confidence: 99%

“…The technical dimension refers to competencies related to methods, processes, procedures, and techniques and corresponds to the technical competencies in the framework by Tahvanainen and Luoma (2018) (Gouveia and Varajão 2019). The behavioral dimension, which describes competencies related to attitudes and behavior, is covered by the personal and professional competencies in the framework by Tahvanainen and Luoma (2018) (Gouveia and Varajão 2019). The contextual dimension describes competencies related to the context of the organization and is partially covered in the framework by Tahvanainen and Luoma (2018) by the business competencies (Gouveia and Varajão 2019).…”

Section: Cio Competenciesmentioning

confidence: 99%

“…The behavioral dimension, which describes competencies related to attitudes and behavior, is covered by the personal and professional competencies in the framework by Tahvanainen and Luoma (2018) (Gouveia and Varajão 2019). The contextual dimension describes competencies related to the context of the organization and is partially covered in the framework by Tahvanainen and Luoma (2018) by the business competencies (Gouveia and Varajão 2019).…”

Section: Cio Competenciesmentioning

confidence: 99%

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Success factors of long-term CIOs

Hillebrand

Westner

2021

Inf Syst E-Bus Manage

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Although the average tenure of CIOs has increased over the last years, the majority of CIOs have been in their positions for only three years or less. Nevertheless, some CIOs have been successful in their position for a long time. In this study, we use tenure as a proxy for success as a CIO. The goal of this paper is to examine factors that are critical to the success of long-term CIOs. For this purpose, we created and analyzed resumes of 384 CIOs. Out of these 384, we conducted 19 interviews with CIOs from top-tier companies and collected and analyzed both qualitative and quantitative data. In the process, we were able to identify nine factors that are critical for the success (CSF) of CIOs. These factors fall into three categories. Category “Personality” includes “Accepting and embracing change” (CSF #1), “Being perseverant to pursue long-term goals” (CSF #2), “Anticipating the future through visionary thinking” (CSF #3), and “Being empathetic to deal with uncertainty felt by co-workers” (CSF #4). The “Role Fulfilment” category includes “Cross-functional involvement and integration of the IT organization” (CSF #5), “Positioning and restructuring of the IT organization” (CSF #6), and “Well-connected and communicative leadership” (CSF #7). The “Organizational Environment” category consists of “Availability of skilled workforce” (CSF #8) and “Reporting line to the CEO” (CSF #9). CSFs 1, 2, and 3 were perceived as most important by the participating CIOs. The results may be of particular interest both to aspiring CIOs and equally their employing organizations, as they reflect what long-term CIOs value during their time in office.

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Section: Cio Competenciesmentioning

confidence: 99%