Abstract
Article history: Received January 4, 2014 Accepted 28 May 2014 Available online June 2 2014 This paper presents an empirical investigation to study the effects of information management (IT) on senior IT executives. The population of the survey includes all senior IT executives who work for different banks in Iran. The study adopts a questionnaire developed by Chen and Wu (2011) [Chen, Y. C., & Wu, J. H. (2011). IT management capability and its impact on the performance of a CIO. Information & Management, 48(4), 145-156.]. The study investigates whether CIOs’ superior IT competency and CIO's superior management are positively associated with IT management activity effectiveness. In addition, the study investigates whether a higher level of IT management activity effectiveness is positively associated with CIO role performance. Using structural equation modeling, the study has confirmed three hypotheses of the survey. © 2014 Growing Science Ltd. All rights reserved.
Highlights
Today’s information technology (IT) developments are prevalent across different business enterprise functions and processes
The integration of information management (IT) and information system (IS) with business operations has been widely considered as a necessity for building business values, inject new market opportunities, helping process innovation, and shape business vision and strategy to obtain competitive benefits for firms
This paper presents an empirical investigation to study the effects of information management (IT) on senior IT executives
Summary
Today’s information technology (IT) developments are prevalent across different business enterprise functions and processes. It includes the organization-specific knowledge and the interpersonal and management knowledge possessed by IT professionals The results of their survey supported the recommended structure for business competence and indicated that business competence substantially impacts the intentions of IT professionals to develop partnerships with their business clients. Chun and Mooney (2009) studied how the CIO's job had changed in the past and reported that the CIOs’ role had evolved to reflect both the firm's IS infrastructure and strategy This has yielded into two versions of the role: an executive-level manager concentrated on the firm's strategy and processes, and a technical manager concentrated on minimizing expenses by rationalizing and leveraging the existing IS infrastructure
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