Information Resource Management: Opportunities and Strategies for the 1980s
Information Resource Management: Opportunities and Strategies for the 1980s
The successful CIO: integrating organizational and individual perspectives
SIGCPR '93 Proceedings of the 1993 conference on Computer personnel research
Changes in the management of the information systems organization: an exploratory study
SIGCPR '94 Proceedings of the 1994 computer personnel research conference on Reinventing IS : managing information technology in changing organizations: managing information technology in changing organizations
CIO influence behaviors: antecedents, consequences, and moderators
SIGCPR '99 Proceedings of the 1999 ACM SIGCPR conference on Computer personnel research
CIO lateral influence behaviors: gaining peers' commitment to strategic information systems
ICIS '00 Proceedings of the twenty first international conference on Information systems
IT skills portfolio research in SIGCPR proceedings: analysis, synthesis and proposals
SIGCPR '01 Proceedings of the 2001 ACM SIGCPR conference on Computer personnel research
In their own words: CIO visions about the future of in-house IT organizations
ACM SIGMIS Database
Important CIO features for successfully managing IS sub-functions
Strategies for managing IS/IT personnel
Journal of Management Information Systems
The Journal of Strategic Information Systems
Strategic information systems planning: A case study from the financial services industry
The Journal of Strategic Information Systems
Critical IS professional activities and skills/knowledge: A perspective of IS managers
Computers in Human Behavior
The Effects of MIS Steering Committees on Information Technology Management Sophistication
Journal of Management Information Systems
Impact of Information Technology Management Practices on Customer Service
Journal of Management Information Systems
The Sarbanes-Oxley Act and the changing role of the CIO and IT function
International Journal of Business Information Systems
A case study strategy as part of an information systems research methodology: a critique
International Journal of Computer Applications in Technology
Changes in MIS research: status and themes from 1989 to 2000
International Journal of Information Systems and Change Management
Information technology management roles: the case of chief information officers in Norway
International Journal of Information Technology and Management
The pivotal position of the CIO in IT infrastructure
International Journal of Information Technology and Management
Biggest Barriers to Effectiveness in CIO Role in Large Portuguese Companies
WSKS '08 Proceedings of the 1st world summit on The Knowledge Society: Emerging Technologies and Information Systems for the Knowledge Society
CIO roles and responsibilities: Twenty-five years of evolution and change
Information and Management
IT leadership from a problem solving perspective
Information Technology and Management
Uncovering and testing archetypes of effective public sector CIOs
ACM Transactions on Management Information Systems (TMIS)
Antecedents and Effects of CIO Supply-Side and Demand-Side Leadership: A Staged Maturity Model
Journal of Management Information Systems
The Journal of Strategic Information Systems
Strategic management of IS/IT functions: the role of the CIO in Norwegian organisations
International Journal of Information Management: The Journal for Information Professionals
Effective management of information systems function: an exploratory study of Indian organizations
International Journal of Information Management: The Journal for Information Professionals
Information systems strategy: Past, present, future?
The Journal of Strategic Information Systems
The Journal of Strategic Information Systems
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The role of the chief information officer (CIO)_ continues to be the subject of much discussion and speculation. Is this just a new name for the MIS manager, or is there truly a new and significantly different function? How has the role of the information systems manager evolved with the changing needs of business? How does the CIO bridge the gap between the organization's strategy and its use of information technology?According to much of the prescriptive literature, bridging this gap is the CIO's definitive function. This article addresses these questions by studying five successful CIOs in five divergent industries. The CIOs 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 day-to-day basis: through scheduled meetings, interaction outside the information technology unit, a skilled reading of situations, and a strategic focus. Factors affecting the CIO's participation in strategy planning meetings include whether he or she has formal are source 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.