Abstract
In their roles as senior managers, Chief Information Officers (CIOs) are often responsible for the initiation and implementation of information systems (ISs) that are vital to the success, and even survival of the firm. In so doing, CIOs must exercise influence successfully in order to attain these objectives. This study reports a two-phase investigation of CIO influence behaviors, with particular emphasis on the relationship between the CIO’s technical background and his or her use of influence. In the first phase, interviews were conducted with CIOs and their peers to assist in the development of testable hypotheses. Phase two involved the analysis of 69 matched pair surveys and tests of the relationships between CIOs’ technical backgrounds and seven CIO influence behaviors, as posited by socialization theory. The second phase’s results were not supportive of socialization theory. A modified version of Holland’s theory of vocational choice suggests a plausible explanation for the results. The findings challenge the popular assumption that CIOs with greater technical backgrounds are unable to successfully influence other top executives.
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