MIS paper (original) (raw)

Chief Information Officer: A Journey Through Time

SSRN Electronic Journal, 2000

Since, the available informational and technological resources constitute a source of prosperity and differentiation for the organizations, the role of the Chief Information Officer (CIO) is becoming more crucial and vital. The thirty years of the CIO's existence have shown a path of changes and difficulties on defining and establishing the particular role within the organizational context. The present study examines the CIO role evolution over the last thirty years. The examination of the evolution of the CIO role identifies four main areas of interest that can be used as a conceptual framework for the CIO role research. These areas relate to business strategy, innovation and competitive advantage, relationships building and external environment. The analysis provides insights about the responsibilities of the CIOs, and how those are affected by the key disruptive technologies in the last thirty years.

Chief Information Officers (CIO) as Network, Database and Web based Systems Administrator: Changing Role and Changing Perceptions

2014

Information is the valuable entity and most important gradients for several development activities which include societal, economical, political, and educational and so on. Information professionals are those who handle information and information activities including collection, selection, organization, processing and management and ultimately dissemination. Chief Information Officer/ CIO are apex delegates in an organization and institutions for information activities and overall Information Administration. Chief Information Officer/ CIO today work as information professional and side by side technology professionals as they need to do so many technological and managerial tasks too. This paper talks about Chief Information Officer/ CIO; including their traditional role and technological role; especially Network Administrator, Web Administrator, Database Manager and overall System Manager who handle complete Information Administration of the concerned organization and sister organi...

The New Normal: Fundamental Shifts for 21 st Century Organizations and for the CIOs Who Lead Them

2014

The New Normal (the business climate following the 2008 economic crisis) has ushered in fundamental changes to the structure and governance of many organizations and, therefore, to the executives who lead them. The Chief Information Officer (CIO) remained at the epicenter of organizational evolution and enablement. Shifts within the Information Technology (IT) landscape have created significant opportunities and challenges for organizations and for their CIOs. Through our research, we learned that effective IT leaders typically possessed six key competencies: Leadership; Innovation and Growth; Business Strategy and Process; Relationship Management and Communication; Business Management; Risk Management.

The new CIO leader: setting the agenda and delivering results

2005

Introduction: The Crossroads "Two paths diverged in a wood…and I took the one less traveled. "-Robert Frost Chief information officers today stand at a crossroads. The role of each CIO is inevitably changing, because of two perspectives on information technology (IT). On the one hand, there is the lingering disaffection with IT from the Internet bust, the technology capital spending overhang, the popular press's assertion that IT is now irrelevant in discussions of competitive advantage, and the hysteria about IT jobs moving overseas. On the other hand, IT is gaining renewed interest for several reasons. The global economy seems to be finally escaping the doldrums, and business executives are desperate for innovation. Additionally, the regulatory environment has put far more emphasis on the timeliness, completeness, and accuracy of corporate information. Finally, technology is playing a foundational, if not a central, role in virtually every product and service. Standing still is not an option-every CIO will follow one of two paths based on these perspectives. The path influenced by the view that IT is irrelevant to competitive advantage leads to a role that might be called chief technology mechanic, a role ultimately no more prestigious than that of factory floor manager. The other path, influenced by the view that IT is at the heart of every significant business process and is crucial to innovation and enterprise success, leads to a role we call the new CIO leader. The new CIO leader bears all the prestige, respect, and responsibility of other senior executive positions (in fact the position will be a not infrequent steppingstone to COO and CEO positions).

Does" IT Doesn't Matter" Matter?: A Study Of Innovation And Information Systems Issues

2012

Abstract A new analysis of secondary data examines Carr's controversial Harvard Business Review article of 2003 by considering the relative importance of top information systems issues according to the level of innovation in an industry. Although the majority of the subsequent literature argues that Carr was wrong, our analysis provides evidence suggesting that Carr may have been right.

Executive or Functional Manager? The Nature of the CIO's Job

MIS Quarterly, 1992

According to much of the prescriptive fiterature, bridging this gap is the ClO's definitive function. This article addresses these questions by studying five successful ClOs in five divergent industries. The ClOs were studied using the structured observation methodology employed by Mintzberg in his study of CEOs and by Ives and Olson in their study of MIS managers. The findings suggest that the CIO operates as an executive rather than a functional manager. He or she is an active participant in strategy planning and acts as a bridge between the information technology group, the functional areas, and external entities. This study provides a view of how these difficult tasks are accomplished on a dayto-day basis: through scheduled meetings, interaction outside the information technology unit, a skilled reading of situations, and a strategic focus. Factors affecting the ClO's participation in strategy planning meetings include whether he or she has formal resource allocation authority and their level of peer acceptance. Lessons learned from this research pertain to the delegation of day-to-day tasks, expenditure authority, avoiding adversarial relationships, liaison activities, careful use of language, being perceived as a user of information technology, and the need for quiet time.

In their own words: CIO visions about the future of in-house IT organizations

ACM SIGMIS Database, 2003

This research investigated CIOs'view of the changes driving and occurring in their in-house IT organizations. Results of interviews with 50 CIOs and IT leaders from 22 organizations in Canada and the US suggest three main drivers of change for in-house IT organizations: rapid ...