The leading role of the government CIO at the local level: Strategic opportunities and challenges

Tuya, Manuel De; Cook, Matthew; Sutherland, Megan; Luna‐Reyes, Luis F.

doi:10.1016/j.giq.2017.01.002

Cited by 16 publications

(10 citation statements)

References 26 publications

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“…The main purpose of the workshops was to gather views and experiences on the perception and implementation of digital government strategies in Mexican local governments. This research strategy has been successfully used as a research method to explore strategic issues among information executives (De Tuya et al , 2017; Gefen et al , 2011; Park et al , 2019; Picazo-Vela et al , 2012). To select workshop participants, we divided the 2,441 Mexican Municipalities in four strata according to the Mexican Senate classification: rural (less than 10,000 inhabitants), semi-urban (between 10,000 and 149,000 inhabitants), urban (between 150,000 and 600,000 inhabitants) and metropolitan (more than 600,000 inhabitants) municipalities.…”

Section: Methodsmentioning

confidence: 99%

Exploring the relationships between dynamic capabilities and IT governance

Luna‐Reyes

Juiz

Gutiérrez-Martínez

et al. 2020

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Purpose Information technology (IT) constitutes an important driver for innovation in the public sector. However, taking advantage of IT to innovate requires the existence of other organizational and institutional capabilities within the public organization. Using absorptive capability theory, the purpose of this study is to explore the relationship between principles for IT governance and dynamic capabilities across semi-urban (between 10,000 and 149,000 inhabitants), urban (between 150,000 and 600,000 inhabitants) and metropolitan (more than 600,000 inhabitants ) municipal governments in Mexico. Design/methodology/approach This study reports on three workshops involving 34 chief information officers (CIOs) from semi-urban, urban and metropolitan municipalities. The workshop agenda included a series of brainstorming exercises to discuss – among other topics – the capabilities required for digital government innovation. The capabilities collected during the workshops were codified by the authors based on their relationship to the six IT governance standardized principles and the four dynamic capabilities identified in the literature. The authors used descriptive and correlation analyses to show the importance of governance principles and dynamic capabilities for innovation, as well as the relationships between those two dimensions, in each type of municipality. Findings This study shows that specific IT governance principles may enhance innovation capabilities linked with knowledge acquisition, assimilation, transformation and exploitation. Moreover, the ways in which IT governance principles support innovation are linked to size, resources and complexity of the local government. In conclusion, this study discusses the primary IT policy implications to improve possibilities to innovate in the public sector. Originality/value Although researchers and practitioners agree that following principles of good governance may enhance performance and innovation in the provision of public services, the link between the principles of IT governance and capabilities to spur innovation has not yet been fully established in the literature. Thus, in this study, empirical evidence of this linkage is provided.

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Section: Methodsmentioning

confidence: 99%

Exploring the relationships between dynamic capabilities and IT governance

Luna‐Reyes

Juiz

Gutiérrez-Martínez

et al. 2020

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“…However, an organization may not be mature enough or may lack the capabilities to attain maturity. Individuals, tools, technologies, or processes may need to be reinforced or changed before commencing the digitalization initiatives [52]- [54]. People, organizations, and their capabilities need to be developed.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The reactions, ranging from rewards to punishments, will affect the will and the eagerness to participate in forthcoming experiments. The CIO plays a centric role in forming the organizational culture, possibly promoting a positive attitude toward novel ideas [54].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Impacts of Digitalization: Many Agendas on Different Levels

Hellsten¹,

Pekkola²

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Contemporary organizations investing in digitalization initiatives aim at enhancing their productivity, streamlining their processes, or just cutting their costs. However, little is known about the impacts of how digitalization initiatives create value, for whom, or where and when these occur. In this paper, we study what kinds of impacts different digitalization initiatives in a midsized city create and for whom. We show that they vary for different stakeholders and according to their perspectives. Potential impacts diverge for city employees, decision makers, citizens, organizational activities, and the public sector in general. Our findings show that potential impacts are multifaceted and numerous. This has implications for the assessment of the success and the benefits of digitalization initiatives or information systems investments; they vary according to the stakeholders and their expectations. The distinction between the digitalization experiment with its novelty and uncertain suitability for the purpose and the standardized service is essential.

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“…The role of CIOs in government is not well-developed and only the large organizations have one [3]. Small-to-medium size cities do not have a Chief Information Officer, but have appointed officials with a wide variety of titles ranging from IT Director, IS Manager to IT Specialist among others.…”

Section: Introductionmentioning

confidence: 99%

Current and Expected Roles and Capabilities of CIOs for the Innovation and Adoption of New Technology

Gong

Janssen

Weerakkody

2019

Proceedings of the 20th Annual International Conference on Digital Government Research

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Governments across the word are under pressure to adopt new technologies and to innovate and transform their processes. Some governments have introduced the role of Chief Information Officer (CIO) to facilitate these innovations though adoption of new technologies. The traditional CIO role of improving operational efficiency is now shifting towards exploring new IT-enabled opportunities required in digital transformation. In this context, CIO capabilities are expanding to be more involved in administrative processes and digital transformation, however, their organizational role seem to lag behind. This paper is aimed at evaluating the current role of CIOs and to provide policy recommendations to strengthen their role. Data was collected during a session in which roles and capabilities of CIOs were discussed. In particular, we found that often the CIO was positioned as having an IT role, whereas a more organizational role was needed. CIOs should develop capabilities to support digital transformation and to develop architecture that is adaptive and agile. The expectations of the CIO and the role of the CIO need to be better aligned. CCS CONCEPTS • Applied computing➝Computers in other domains • Computing in government➝E-government.

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The leading role of the government CIO at the local level: Strategic opportunities and challenges

Cited by 16 publications

References 26 publications

Exploring the relationships between dynamic capabilities and IT governance

Exploring the relationships between dynamic capabilities and IT governance

Impacts of Digitalization: Many Agendas on Different Levels

Current and Expected Roles and Capabilities of CIOs for the Innovation and Adoption of New Technology

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