The Effect of Communication Frequency and Channel Richness on the Convergence Between Chief Executive and Chief Information Officers

Johnson, Alice M.; Lederer, Albert L.

doi:10.1080/07421222.2005.11045842

Cited by 115 publications

(114 citation statements)

References 77 publications

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“…Yet descriptive research into the CIO role has not consistently been undertaken (Gottschalk & Taylor, 2000;Grover et al, 1993); empirical work is only just emerging into the effects of CIO background and demography (Li, Tan, Teo & Tan, 2006;Sobol & Klein, 2009); and despite some efforts, the determinants and consequences of CIO hierarchical level and engagement with the CEO and top management team are not fully understood (Feeny, Edwards & Simpson, 1992;Banker, Hu & Pavlou, 2004;Karimi, Gupta & Somers, 1996;Armstrong & Sambamurthy, 1999;Enns, Huff & Higgins, 2003;Johnson & Lederer, 2005;Preston, Karahanna & Rowe, 2006;Ranganathan & Jha, 2008). The concept of CIO role effectiveness has only recently gained attention and scholars are just beginning to ask questions about the capabilities and characteristics of CIOs that result in improved role effectiveness and consequent company performance (Ravarini, Moro, Tagliavini & Guimaraes, 2001;Pigni, Ravarini, Tagliavini, Moro & Guimaraes, 2002;Smaltz, Sambamurthy & Agarwal, 2006;Lane & Koronios, 2007;Chen & Preston, 2008;Wu, Chen & Sambamurthy, 2008).…”

Section: Introductionmentioning

confidence: 99%

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

Cohen

Dennis

2010

SAJEMS

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The role and contribution of the firm's Chief Information Officer has been the subject of much debate and uncertainty. Yet, too few empirical studies have examined the implications of the CIO role. This study examined the effects of CIO demography, CIO competencies as well as CIO organisational positioning on the contribution of information systems (IS&T) to business performance. Data were collected from 111 South African companies and results revealed that CIO business, interpersonal/political and technology management competence have significant direct effects on the dependent variable. The effect of CIO organisational position, including structural power and political relationship, was found to be mediated by CIO competence. CIO work experience also impacted the contribution of IS&T. Results have important implications for our understanding of the competencies and organisational positioning required of executives charged with the responsibility for information systems and technology management.

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Section: Introductionmentioning

confidence: 99%

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

Cohen

Dennis

2010

SAJEMS

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“…Chaired by a top executive, the committee meets periodically to discuss IT direction, approve and rank projects, review performance, formulate or approve technology policies, determine resource levels, and recommend major initiatives (Earl, 1993). A successful IT governance vehicle requires communication amongst all parties based on constructive relationships (Bowen, Chung and Rohde, 2007;Johnson and Lederer, 2005). This aspect is an essential characteristic in the constitution of this IT governance structure.…”

Section: A Lateral It Governance Structurementioning

confidence: 99%

Beyond Normal Competencies: Understanding Organisation Designs to Develop and Sustain IT-Related Capabilities

Prasad

Green

Heales

2013

AJIS

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Information technology (IT) is an important resource in organisations. Organisations leverage their IT resources with their IT-related capabilities to achieve, and sustain their competitive position. However, IT resources are dynamic, and evolve continually. Furthermore, competitive pressures and turbulent economic conditions mean that organisations continually invest in these dynamic IT resources. These situations mean that organisations need to sustain their IT-related competencies to leverage opportunities offered by the new IT resources. Research about ways to develop new, and sustain existing, IT-related capabilities is limited. A possible reason for the lack of research in this area is the lack of validated measurement items of theoretical constructs necessary to investigate ways to create new, and sustain, existing, IT-related competencies and capabilities. In this study, we suggest an environment in which organisations could build new, and sustain their existing IT-related capabilities. We report on the resources and processes that establish this environment. We also report on the development of valid measures of the elements of this environment. Analysis of pilot test data revealed that the measurement items purport to measure what they intended to measure. This study's outcome is useful in extending our understanding of IT-related competence development to secure sustainable IT-related business value from the IT resources.

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“…The earlier Information Systems (IS) studies on the CIO role have traditionally focused, inter alia, on the CIO's own efficiency (Smaltz, Sambamurthy, & Agarwal, 2006;Wu, Chen, & Sambamurthy, 2008;Chun & Mooney, 2009;Peppard, 2010;Chen & Wu, 2011) and the CIO's contribution to the firm's efficiency (Li & Ye, 1999;Johnson & Lederer, 2005Hu, Yayla, & Lei, 2014;Taylor, Sahym, & Vithayathil, 2015). Only a few IS studies have been conducted on the CIOs dualistic role (such as Carter et al, 2011;Kalgovas, van Toorn, & Conboy, 2014), although the ever-increasing digitization of business has generated new contradictory requirements for CIOs (Weill & Woerner, 2013) and although organizational ambidexterity has been widely studied in management science (Gibson & Birkinshaw, 2004;Jansen et al, 2008;Nemanich & Vera, 2009;Carmeli & Halevi, 2009;O'Reilly & Tushman, 2011;Rosing, Frese, & Bausch, 2011;Chang & Hughes, 2012;Turner, Swart, & Maylor, 2013;Li, Lin, & Tien, 2015;Baskarada et al, 2016).…”

Section: ª Conferência Da Associação Portuguesa De Sistemas De Infmentioning

confidence: 99%

A New Dualistic Cio Toolbox: Towards Ambidexterity in the Digital Business Transformation

Bekkhus

Hallikainen

2017

Atas Da 17ª Conferência Da Associação Portuguesa De Sistemas De Informação

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By transferring organizational learning concepts into the IT context, this paper provides a new behavior oriented foundation for managing IT organizations in the digital business transformation. As a practical contribution, the paper introduces a new management toolbox which supports Chief Information Officers (CIOs) to lead their Information Technology (IT) organizations towards ambidexterity in the digital business transformation. The organizational ambidexterity is required for the digital business transformation in order to contribute innovativeness while simultaneously assuring effective operational IT environment. The toolbox is constructed using the systematic concept analysis and the concept derivation methods to convert the organizational learning concepts into the dualistic CIO toolbox. The toolbox includes a set of traditional Key Performance Indicators (KPIs) to assure operational effectiveness and a set of leadership principles to enable an innovative and experimental organizational behaviour. The application of the new dualistic CIO toolbox is illustrated through hypothetical cases.

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The Effect of Communication Frequency and Channel Richness on the Convergence Between Chief Executive and Chief Information Officers

Cited by 115 publications

References 77 publications

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

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

Beyond Normal Competencies: Understanding Organisation Designs to Develop and Sustain IT-Related Capabilities

A New Dualistic Cio Toolbox: Towards Ambidexterity in the Digital Business Transformation

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