Role Of Chief Information Officer Research Articles

Evolving role of the health system CIO: perspectives from 33 health systems

ObjectivesThis study explores the evolving position of the health system chief information officer (CIO) by identifying new core roles for success.MethodsAn advisory board of industry executives and system leaders guided...

Shaping innovation outcomes: The role of CIOs for firms’ digital exploration

Digital technologies have rapidly pervaded firms, industries, and economic networks. This development has raised expectations that a firm’s chief information officer (CIO) will take a more strategic role, including innovation leadership and digital exploration. In this study, we argue from an upper echelons perspective that CIOs’ career variety and role tenure are critical in shaping the extent to which firms explore digital technologies in their patent portfolio, that is, digital exploration. We expect a U-shaped relationship between CIO career variety and digital exploration, and an inverted U-shaped relationship between CIO role tenure and digital exploration. We test our conceptual model using a cross-industry panel of U.S. firms. As predicted, the results show high digital exploration for low and high career variety, and low digital exploration for moderate career variety, that is, a U-shape. Conversely, they show low digital exploration for low and high role tenure, and high digital exploration for moderate role tenure, that is, an inverted U-shape. These insights indicate that CIOs do become strategic leaders in exploring and shaping digital innovation.

Chief Information Officer's Role for IoT-based Digital Transformation in Colombian SMEs

The Internet of Things (IoT) solutions can benefit small and medium enterprises (SMEs) by complementing existing digital technologies. However, digital transformation represents complexity for SMEs because they lack technology readiness. In Colombia, there are initiatives to massify the IoT, but the regulatory environment does not favour IoT adoption. Likewise, the Chief Information Officer (CIO) role is still weak. This document aims to present the value of having a CIO lead IoT-based digital transformation in Colombian SMEs. To this end, we conducted a literature review about IoT adoption in SMEs and the role of the CIO in managing digital transformation. In addition, we studied the public policies in force that addressed digital transformation in Colombia and designed a case study to explain the IoT adoption process that an SME in the trading sector can follow. As a result, we outline three strategic functions of the CIO to lead IoT-based digital transformation in SMEs. Based on the case study, we proposed a digital transformation strategy for SMEs in the trading sector that can inspire the formulation of public policies focused on strengthening the role of the CIO for IoT adoption in small and medium enterprises.

The Impact On Firm Value Of Announcements Of The Appointment Of An Information Technology Officer (Cxo) To The C-Suite

Technology-enabled disruptions have created challenges for firms in all industries and often originate from firms outside a firm's known competitors. Senior technology executives are often charged with leading the firm's response to these competitive threats, leveraging technology to drive innovation and create value. In recent years, senior technology leaders have emerged in the Top Management Teams (TMT), including the traditional roles of Chief Information Officer and Chief Technology Officer, and the emerging roles of Chief Data Officer, Chief Digital Officer, and Chief Innovation Officer, collectively referred to as CxOs. Researchers have begun examining the impact of CxOs using event study methodology and comparative studies of firm performance against peer groups. This research examines the impact of the presence of a CxO on firm outcomes with an event study, using, for the first time, the Fama-French 5 Factor model to examine announcements of CxO appointments, and finds that the firm announcements of CxO appointments result in significantly negative abnormal returns. This research adds to the growing research on how firms create value across both traditional and emerging CxO roles, identifying the role, firm, and industry factors that influence value judgments and the subsequent market reactions to a firm's announcement of the appointment of a CxO. The firm announcement of a CxO appointment appears to be perceived as a sign of potential instability, and therefore a risk to the important business/technology integration of these important roles.

THE IMPACTS OF DATA-DRIVEN LEADERSHIP IN IR4.0 ADOPTION ON FIRM PERFORMANCE IN MALAYSIA

The primary purpose of this study is to develop a novel framework to explain the effects of data-driven leadership in IR4.0 adoption on firm performance. We proposed four dimensions for the data-driven leadership: (1) the experience of key personnel with IR4.0 adoption, (2) the appointment of a chief information officer (CIO), (3) the establishment of a technology committee, and (4) the acquisition of technology. This study includes 943 public-listed firms traded on Bursa Malaysia from 2015 to 2019. Using the random effects model (REM), our study shows that data-driven leadership in IR4.0 adoption, particularly the appointment of a CIO and the acquisition of technology, is positively associated with Tobin’s [Formula: see text] and market-to-book value of the firms. Subsample analysis reveals that data-driven leadership has greater significant positive impacts on firm performance in manufacturing-related firms. Further analysis also provides evidence that CEO duality and CEO age negatively affect the role of CIO in manufacturing firms. In contrast, CEO age and founder CEO negatively affect the role of key personnel fitted with IR4.0 experience in nonmanufacturing firms. However, founder CEO in nonmanufacturing-related firms which incorporated IR4.0 technology into the business could significantly improve firm performance. Lastly, there is a noticeable drop in performance when the boards are busy. Our study provides recommendations to both industry and government IR4.0 policy and contributes to leadership literature scholarly, particularly in the data-driven leadership viewpoint in both manufacturing- and nonmanufacturing-related sectors in the era of IR4.0.

The Fractional CIO in SMEs: conceptualization and research agenda

We conceptualize the new phenomenon of the Fractional Chief Information Officer (CIO) as a part-time executive who usually works for more than one primarily small- to medium-sized enterprise (SME) and develop promising avenues for future research on Fractional CIOs. We conduct an empirical study by drawing on semi-structured interviews with 40 individuals from 10 different countries who occupy a Fractional CIO role. We derive a definition for the Fractional CIO, distinguish it from other forms of employment, and compare it with existing research on CIO roles. Further, we find four salient engagement types of Fractional CIOs offering value for SMEs in various situations: Strategic IT management, Restructuring, Rapid scaling, and Hands-on support. The results reveal similarities with existing CIO roles as well as novel insights concerning the different engagement types. Lastly, we propose a research agenda for the Fractional CIO field, based on four research themes derived from existing CIO research and insights from the interviews.

EXPLORING THE ROLES AND LEADERSHIP BEHAVIOR OF CHIEF INFORMATION OFFICERS (CIOS)

Chief Information Officer (CIO) plays a very important role in an organization as CIO is the IT leader who ensures effective IT employment in organizations. The aim of this study was to explore the roles and leadership behaviors of the CIO in HEIs in Malaysia. This study, which employed semi-structured one-on-one interviews, was conducted with former and current CIOs of two public universities of Malaysia. The interviews were transcribed, and the interview data were analyzed thematically. The results indicated that the main role of CIOs is managing IT infrastructure, handling HEI’s IT requirements, governance of IT in HEIs and strategic planning. It is also found that CIOs should have interpersonal skills, IT knowledge, managerial knowledge and skills and knowledge about HEIs’ requirements. Furthermore, CIOs should exhibit Transformational and Transactional leadership behaviors to be effective IT leaders.

Triggering disruptive technology absorptive capacity by CIOs. Explorative research on a micro-foundation lens

• Insights on CIOs’ involvement at the micro and meso firms’ level are offered. • The paper emphasizes the openness to disruptive technologies within SMEs. • An empirical analysis on a large-scale sample of 754 CIOs was performed. • Individual TAC is triggering the use of disruptive technologies. • Solutions for leveraging of disruptive technologies in SMEs The pervasive dissemination of disruptive technologies such as Artificial Intelligences (AI) is rapidly changing the way small to medium-sized enterprises (SMEs) are evolving and becoming more innovative. Individual technology absorptive capacity (TAC) is triggering the use of such technologies in a more effective, efficient, and easy mode by Chief Information Officers (CIOs). The CIO, albeit involved in the firm's micro level, encourages firms’ TAC at meso level. Although the CIO encourages the use of disruptive technologies, studies on this field are still scarce. This research bridges the gap in the literature, offering an empirical analysis of a large-scale sample of 754 CIOs from knowledge-intensive SMEs to evaluate TAC under a micro-foundation lens. The analysis provides detailed stimuli in rethinking the enhancement of CIOs, emphasizing the effect of the micro level in intercepting disruptive technologies, and optimizing investments in research and development in SMEs. The paper is part of a research line that highlights the relevant role of CIOs and the ability of firms’ TAC in Industry 4.0 at micro and meso levels. The study contributes to expanding solutions in the leveraging of disruptive technologies in the digital transformation era.

The impact of CIO characteristics on data breaches

The exponential rate of increase in IT security breach incidents has led governments, regulators, and practitioners to respond by introducing standards and frameworks for the disclosure and management of organizational cybersecurity risk exposure. Cybersecurity, which is a part of IT risk management, is affected by the capability and the ability of senior leadership responsible for IT-related decisions. This paper uses hand-collected data related to the Chief Information Officer (CIO) for S&P 500 firms and explores whether the presence of a CIO role, human capital characteristics of the CIO, and structural capital characteristics of the firm and the CIO are related to a firm’s cybersecurity risk exposure. This study finds that firms disclosing the presence of a CIO are more likely to be breached, even after matching on the likelihood of a breach and controlling for the likelihood that a firm would choose to disclose a CIO. This study also finds predictable variations in the likelihood of a breach among CIOs based on various human capital dimensions (including past technology experience, external board memberships, firm tenure, and CIO tenure) and structural capital dimensions (including a recognized commitment to IT and charging the CIO with multiple responsibilities). Finally, this study finds evidence that the observed associations depend on both the source of the breach (external vs. internal) as well as the type of data compromised by the breach (e.g. financial, personal, etc.). The results of this study contribute to the growing body of academic breach literature, while also informing practitioners as they evaluate the costs and benefits of various methods for combating breaches.

Strategic Directions for AI: The Role of CIOs and Boards of Directors

This paper applies upper echelons theory to investigate whether chief information officers (CIOs) and boards of directors affect the development of AI orientation, which represents firms’ overall strategic direction and goals regarding the introduction and application of artificial intelligence (AI)technology. We tested our model using a dataset drawn from 1,454 publicly listed firms in China. Our findings show that the presence of a CIO positively influences AI orientation and that board educational diversity, R&D experience, and AI experience positively moderate the CIO’s effect on AI orientation. Our post hoc analysis further demonstrates that these board characteristics represent contingencies that impact AI orientation but not conventional IT orientation. This paper contributes to the upper echelons literature and IT management research by offering contextualized arguments that explain new business and IT strategies such as AI orientation. Further, our findings suggest important implications about how to build top management teams and boards capable of effectively developing AI orientations

Empirical identification of skills gaps between chief information officer supply and demand: a resource-based view using machine learning

PurposeThe role of emerging digital technologies is of growing strategic importance as it provides significant competitive advantage to organisations. The chief information officer (CIO) plays a pivotal role in facilitating the process of digital transformation. Whilst demand continues to increase, the supply of suitably qualified applicants is lacking, with many companies forced to choose information technology (IT) or marketing specialists instead. This research seeks to analyse the organisational capabilities required and the level of fit within the industry between CIO requirements and appointments via the resource-based view.Design/methodology/approachJob postings and CIO curriculum vitae were collected and analysed through the lens of organisational capability theory using the machine learning method of Latent Dirichlet Allocation (LDA).FindingsThis research identifies gaps between the capabilities demanded by organisations and supplied by CIOs. In particular, soft, general, non-specific capabilities are over-supplied, while rarer specific skills, qualifications and experience are under-supplied.Practical implicationsThe research is useful for practitioners (e.g. potential CIO candidates) to understand current market requirements and for companies aiming to develop internal training that meet present and future skill gaps. It also could be useful for professional organisations (e.g. CIO Forum) to validate the need to develop mentoring schemes that help meet such high demand and relative undersupply of qualified CIOs.Originality/valueBy applying LDA, the paper provides a new research method and process for identifying competence requirements and gaps as well as ascertaining job fit. This approach may be helpful to other domains of research in the process of identifying specific competences required by organisations for particular roles as well as to understand the level of fit between such requirements and a potential pool of applicants. Further, the study provides unique insight into the current supply and demand for the role of CIO through the lens of resource-based view (RBV). This provides a contribution to the stream of information systems (IS) research focused on understanding CIO archetypes and how individual capabilities provide value to companies.

The strategic role of CIOs in IT controls: IT control weaknesses and CIO turnover

Extending the literature on information technology control weaknesses (ITCWs), we investigate the strategic role of chief information officers (CIOs) in maintaining adequate internal controls and remediating ITCWs. Drawing on institutional theory and sunk cost effect, we develop three hypotheses. We adopt an archival approach and obtain CIO turnover and ITCW data for 890 distinct firms, finding that: (i) ITCW disclosures may not increase the likelihood of CIO turnover, (ii) CIOs’ backgrounds are associated with the likelihood of turnover, and (iii) CIO turnover increases the likelihood of subsequent ITCW remediation. Theoretically, we extend the literature by investigating the strategic role of CIOs in remediating ITCW. Practically, we find that common practices by firms to retain CIOs in ITCW situations are ineffective for ITCW remediation. Firms are encouraged to reconsider these practices.

Chief information officers’ perceptions about artificial intelligence

This article presents a study about artificial intelligence (AI) policy based on the perceptions, expectations, and challenges/opportunities given by chief information officers (CIOs). In general, publications about AI in the public sector relies on experiences, cases, ideas, and results from the private sector. Our study stands out from the need of defining a distinctive approach to AI in the public sector, gathering primary (and comparative) data from different countries, and assessing the key role of CIOs to frame federal/national AI policies and strategies. This article reports three research questions, including three dimensions of analysis: (1) perceptions regarding to the concept of AI in the public sector; (2) expectations about the development of AI in the public sector; and, (3) challenges and opportunities of AI in the public sector. This exploratory study presents the results of a survey administered to federal/national ministerial government CIOs in ministries of Mexico and Spain. Our descriptive statistical (and exploratory) analysis provides an overall approach to our dimensions, exploratory answering the research questions of the study. Our data supports the existence of different governance models and policy priorities in different countries. Also, these results might inform research in this same area and will help senior officials to assess the national AI policies actually in process of design and implementation in different national/federal, regional/state, and local/municipal contexts.

A Qualitative Study on CIO Competencies, Cloud-IoT Implementation Challenges & the Organizational Benefits of Cloud-IoT Implementations

The present era has captured and really embraced IoT-c loud implementation, which is now expanding rapidly like wildfire in almost every industry. During the cloud-IoT era, the role of Chief Information Officer (CIO) plays an important part in adoption and implementation of these technologie

Cloud computing in SMEs: towards delegation of the CIO role

Purpose The purpose of this paper is to contribute to a growing body of research on information systems security, by studying open source alternatives for cloud computing. Several questions have been raised about the reliability of these promising but ambiguous offers, as the adoption of a cloud solution within an enterprise is generally accompanied by a change in the chief information officer (CIOs) role and loss of expertise. Design/methodology/approach The research uses a mixed research methodology: a first step is based on a questionnaire survey to investigate the security aspects of open source and understand the role of CIOs in the migration process. The investigation involved nearly 800 companies operating in the cloud computing sector in 16 European countries between November 2015 and January 2016. Then, this paper completes the research with a qualitative study by examining the activity of two sample companies. Findings Research confirms that open source cloud solutions offer a higher level of security than proprietary solutions. It is also noted that the role of CIOs is delegated to a third external actor: a transition CIO. Transition CIO is the guarantor of the strategic and security choices of small and medium enterprises. Research limitations/implications These findings have important implications and great value to managers and cloud computing providers, in terms of formulating better cloud computing solutions. This study can also assist in increasing their understanding of the new role of CIO in the migration process to cloud computing. Originality/value This study contributes to the body of research on cloud computing. It is first of its kind with its focus on open source alternatives. Another novelty of this research is that it suggests a new conception for the CIOs role in the migration to cloud computing. Finally, the findings of this study would serve as a European market study to different companies interested in cloud computing.

Determinants and consequences of chief information officer equity incentives

The chief information officer (CIO) is responsible for bridging the gap between two critical domains—technology and business, making the CIO's job uniquely different from other executives. As digital technologies become increasingly important to firms' competitive success, boards of directors and senior executives seek to align the CIO role with overall firm's objectives. Agency theory suggests that one way to create the alignment between an executive's efforts and firm performance is to implement appropriate equity compensation incentives (i.e., those resulting from stock and stock options) tying the executive's wealth to firm value. To date, research does not address what factors a firm should consider when designing CIO incentives and how these incentives influence firm performance. To address this major gap, we examine both the antecedents and performance consequences of CIO equity incentives. We assess organizational, environmental, and individual factors that influence CIO equity incentives and find that environmental and organizational factors are more important than individual CIO characteristics in the determination of CIO equity incentives. We also find that firms that create higher CIO equity incentives realize greater subsequent accounting and market performance. Our research contributes to the IT personnel literature by showing how firms can use compensation policies to leverage the CIO role to enhance overall business performance.

Determinants and Consequences of Chief Information Officer Equity Incentives

The chief information officer (CIO) is responsible for bridging the gap between two critical domains—technology and business, making the CIO’s job uniquely different from other executives. As digital technologies become increasingly important to firms’ competitive success, boards of directors and senior executives seek to align the CIO role with overall firm’s objectives. Agency theory suggests that one way to create the alignment between an executive’s efforts and firm performance is to implement appropriate equity compensation incentives (i.e., those resulting from stock and stock options) tying the executive’s wealth to firm value. To date, research does not address what factors a firm should consider when designing CIO incentives and how these incentives influence firm performance. To address this major gap, we examine both the antecedents and performance consequences of CIO equity incentives. We assess organizational, environmental, and individual factors that influence CIO equity incentives and find that environmental and organizational factors are more important than individual CIO characteristics in the determination of CIO equity incentives. We also find that firms that create higher CIO equity incentives realize greater subsequent accounting and market performance. Our research contributes to the IT personnel literatures by showing how firms can use compensation policies to leverage the CIO role to enhance overall business performance.

A Paradigm Shift on the role of CIO’s in Cloud and IOT based Organizations

Cloud computing and IOT has transformed the way organizations across industries work. This review paper researched the role of the global CIO regarding their key employment capacities and their basic abilities and competencies which are required all together for a CIO to accomplish unrivaled hierarchical execution of the future business condition. The discoveries of this review will give insight to five key employment capacities and the basic competencies which we accept are fundamental to the role of the global CIO in the present and future business condition. The discoveries will additionally show that the global CIO role is winding up progressively and is key in driving development, hierarchical change and technological change. Consequently, the global CIO should be a visionary vital leader with eminent relational abilities and business keenness and the capacity to team up evenly over the central business capacities and with key business accomplices.About Six CIO interviews directed by the CIO Executive Council were investigated and reviewed as far as past journals which had recognized various key employment capacities and basic abilities and competencies for the role of a global CIO.The role of the Chief Information officer (CIO) has turned out to be progressively testing and mind-boggling as data correspondences innovation has turned out to be essential for most organizations. To date, there has been little research which has exactly inspected the roles and the basic competencies of the global CIO. An online overview of CIOs affirmed the significance of CIO competencies and highlighted the basic ones. An arrangement of the basic competencies of CIOs was analyzed in this review.The key discoveries demonstrate that the role of the global CIOs has progressed toward becoming progressively business engaged and vital in cloud and IOT based organizations. Eventually, how a CIO leads and deals with his/her ICT staff will enormously impact how effective a CIO is in the role. Be that as it may, the CIO still requires the knowledge of key innovation skills so, individual information or access to additional abilities is also essential in their role

Role of chief information officer within the system of human resource development in service organizations (tourism)

Role of chief information officer within the system of human resource development in service organizations (tourism)

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

Current managerial practices and social trends are incentivizing an increase in citizen participation and government operational transparency and accountability. As a consequence, small to medium size cities have new opportunities for delivering services to their citizens in a more effective and efficient manner. However, in many cases, the technology capabilities of these cities and their IT staffing are not adequate. Starting at the top, most small-to-medium size cities do not have a Chief Information Officer (CIO). Instead, they have appointed officials with a wide variety of titles ranging from IT Director, IS Manager to IT Specialist among others. These officials face the problem of building operational capabilities at the same time that they develop a strategic vision for their organizations. In this paper, we look at the perceptions of local-level officials responsible for the operation of IT across New York State, about their own role and challenges in this transition from an operational to a strategic focus. Our results suggest that giving IT leadership a broader role and higher responsibilities could result in value for both government and citizens.