CIO Power Influences the Social Alignment and IT-Business Strategic Alignment Relationship

2020 ◽  
pp. 290-315
Author(s):  
Jennifer E. Gerow
Keyword(s):  
Information Technology ◽  
Strategic Alignment ◽  
Power Balance ◽  
Chief Information Officers ◽  
Structural Power ◽  
Executive Team ◽  
The Social ◽  
Business Knowledge ◽  
It Knowledge

To give information technology (IT) a more central role in an organization and avoid disrupting the existing executive team power balance, chief information officers (CIOs) should only leverage their power in certain situations. The authors propose CIOs can leverage their expert, prestige, and structural power attributes to influence the social-intellectual alignment relationship versus the social-operational alignment relationship in unique ways. Analyzing data collected from 140 CIOs, the results suggest IT knowledge strengthens the social-strategic alignment relationship, business knowledge, and structural power weaken the social-intellectual alignment relationship, and prestige power has no impact on the social-strategic alignment relationship.

Leveraging CIO Power to Enhance the Relationship Between Social Alignment and IT-Business Strategic Alignment

2018 ◽  
Vol 9 (2) ◽  
pp. 14-34
Author(s):  
Jennifer E Gerow
Keyword(s):  
Information Technology ◽  
Strategic Alignment ◽  
Power Balance ◽  
Chief Information Officers ◽  
Structural Power ◽  
Executive Team ◽  
The Social ◽  
Business Knowledge ◽  
It Knowledge ◽  
The Relationship

To give Information Technology (IT) a more central role in an organization and avoid disrupting the existing executive team power balance, Chief Information Officers (CIOs) should only leverage their power in certain situations. We propose CIOs can leverage their expert, prestige, and structural power attributes to influence the social–intellectual alignment relationship versus the social–operational alignment relationship in unique ways. Analyzing data collected from 140 CIOs, the results suggest IT knowledge strengthens the social-strategic alignment relationship, business knowledge and structural power weaken the social–intellectual alignment relationship, and prestige power has no impact on the social-strategic alignment relationship. Implications of these findings are discussed.

IT Professionals

2012 ◽  
pp. 32-45 ◽  
Author(s):  
António Trigo ◽  
João Varajão ◽  
Pedro Soto-Acosta ◽  
João Barroso ◽  
Francisco J. Molina-Castillo ◽  
...  
Keyword(s):  
Information Technology ◽  
Work Experience ◽  
Emerging Technologies ◽  
Chief Information Officers ◽  
It Professionals ◽  
Business Knowledge ◽  
It Department ◽  
Training Institutions ◽  
Development And Management ◽  
It Skills

Nowadays, Universities and other Training Institutions need to clearly identify the Information Technology (IT) skills that companies demand from IT practitioners. This is essential not only for offering appropriate and reliable university degrees, but also to help future IT professionals on where to focus in order to achieve better job positions. In an attempt to address this issue, this study rely on 102 Chief Information Officers, from Iberian large companies, to characterize current IT professionals and what is expected from future hirings. Results revealed that IT Technicians and Senior Analysts are the predominant positions and also that future hiring will request candidates with at least two to five years of work experience. The two most important skills found were core functions at the IT department: business knowledge and user support. In contrast, traditional competences such as web development and management of emerging technologies were less demanded.

Impact of chief information officer’s strategic knowledge and structural power on enterprise systems success

2016 ◽  
Vol 116 (1) ◽  
pp. 43-64 ◽  
Author(s):  
Zhen Shao ◽  
Tienan Wang ◽  
Yuqiang Feng
Keyword(s):  
Firm Performance ◽  
Enterprise Systems ◽  
Integral Model ◽  
Strategic Knowledge ◽  
Structural Power ◽  
Content Type ◽  
Knowledge Based ◽  
Business Knowledge ◽  
It Knowledge ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of chief information officer’s (CIO’s) strategic knowledge and structural power on enterprise systems (ES) success in the context of systems usage. Design/methodology/approach – Drawing upon knowledge-based view, this study links CIO’s strategic knowledge, structural power, ES assimilation and firm performance in an integral model. Sample data were collected in China and partial least squares technique was used to test the model. Findings – Empirical results suggest that CIO’s strategic information technology (IT) knowledge, strategic business knowledge and structural power have significant influence on ES assimilation. While ES assimilation mediates the association between CIO’s strategic knowledge, CIO’s structural power and firm performance. Another interesting finding in the study is that the imbalance of CIO’s strategic business knowledge and strategic IT knowledge is negatively associated with ES assimilation. Originality/value – This study enriches the extant literatures in IS leadership by showing the significant role of CIO’s knowledge balance and authority in promoting the assimilation of ES within the organization. The empirical findings can provide guidelines for the top executive to select a person who is familiar with both strategic business and IT knowledge to take charge of ES, also, to provide the person with appropriate structural power, in order to achieve the benefits of ES successfully.

The New Frontier

2018 ◽  
Author(s):  
Marilyn Fernandez
Keyword(s):  
Information Technology ◽  
Equal Opportunity ◽  
Disadvantaged Groups ◽  
Socially Constructed ◽  
The Social ◽  
New Frontier ◽  
Equal Opportunity Employer

Does the burgeoning Indian Information Technology (IT) sector represent a deviation from the historical arc of caste inequality or has it become yet another site of discrimination? Those who claim that the sector is caste-free believe that IT is an equal opportunity employer, and that the small Dalit footprint is due to the want of merit. But they fail to consider how caste inequality sneaks in by being layered on socially constructed ‘pure merit’, which favours upper castes and other privileged segments, but handicaps Dalits and other disadvantaged groups. In this book, Fernandez describes how the practice of pure and holistic merit are deeply embedded in the social, cultural, and economic privileges of the dominant castes and classes, and how caste filtering has led to the reproduction of caste hierarchies and consequently the small Dalit footprint in Indian IT.

scholarly journals The Opinion of Auditors towards the Importance and Knowledge of Information Technology in Kuwait

2017 ◽  
Vol 12 (3) ◽  
pp. 170
Author(s):  
Nabi Al-Duwaila ◽  
Abdullah AL-Mutairi
Keyword(s):  
Information Technology ◽  
System Design ◽  
Office Automation ◽  
Accounting Firm ◽  
Design And Implementation ◽  
Level Of Knowledge ◽  
It Knowledge

The current study attempts to explore the attitudes of the auditors towards the level of knowledge of Information Technology (IT) and its importance in Kuwait. To achieve these objectives, structure questionnaires were distributed among these auditors. The analysis covers 5 technology categories namely General Office Automation (GOA), Audit Automation (AA), Accounting Firm Office Automation (AFOA), E-Commerce Technologies (ECT) and System Design and Implementation (SDI).It is found that the view of auditors to IT knowledge degree is lower than their view towards the importance of the technologies. The auditors have satisfactory knowledge only in GOA category and unsatisfactory knowledge for other four categories. It is also found that auditors rank AFOA category is the most significant category in terms of IT importance and knowledge and rank (ECT) the lowest category in terms of both importance and IT knowledge.

How to Improve Board Accountability in ISO/IEC 38500 Based on IT Governance Implementations

2019 ◽  
Vol 10 (1) ◽  
pp. 22-39
Author(s):  
Carlos Juiz ◽  
Beatriz Gómez ◽  
Ricardo Colomo-Palacios
Keyword(s):  
Information Technology ◽  
It Governance ◽  
Senior Executive ◽  
Implementation Framework ◽  
Good Practices ◽  
Operational Level ◽  
Executive Team ◽  
Extended Practice ◽  
Good Number

With the standardization of Information Technology (IT) governance through ISO/IEC 38500 in the last decade, a good number of organizations have implemented IT governance (ITG) frameworks. Although it is not a fully extended practice. Given the fact that the use of balanced score cards (BSC) on ITG is not an unknown practice, the application of BSC in the implementation of ISO/IEC 38500 has been given less importance, since it normally appears as just examples of good practices. This work not only explains why the BSC's applicability to align IT with business in ISO/IEC 38500 implementations is not included in the standard, but also justifies the importance of BSC to report to the board or senior executive team in a clear way, without the details of the particular implementation framework of the standard. Thus, a framework that allows implementing IT BSCs within the context of IT governance is proposed, cascading objectives included in the strategic map through the tactical and operational level and backwards on the construction of the KPIs to better monitor IT.

Communication Processes of Information Technology Executives in Higher Education

2018 ◽  
Vol 30 (2) ◽  
pp. 71-87 ◽  
Author(s):  
Angela K. Hollman ◽  
Sonja H. Bickford ◽  
Janet L. Lear
Keyword(s):  
Higher Education ◽  
Information Technology ◽  
Internal Communication ◽  
Communication Process ◽  
Chief Information Officers ◽  
Information Technology Management ◽  
Communication Processes ◽  
Integration Of Technology ◽  
Key Variables ◽  
Successful Technology

This article seeks to explain the key variables of internal communication processes of information technology executives, specifically chief information officers (CIOs), at higher education institutions. By understanding the key variables that influence the IT communication process, leaders and administrators, such as the CIO, can better communicate with their stakeholders leading to a successful, technology-integrated organization. While others have sought to model this business-IT relationship using communication as one part of a model, this study focuses upon only the CIO communication process adding value to current information technology management literature. This exploratory pilot article offers empirical insights about how CIOs communicate within their own team and up through the executive ranks of an organization. It suggests that CIOs can be divided into two categories; these two categories, keying off of communication variables, appear to directly affect the ultimate success or failure regarding the integration of technology into the mission and vision of the organization.

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