The information system as a competitive weapon
Communications of the ACM - Special section on management of information systems
Journal of Management Information Systems
Coordination of information systems plans with business plans
Journal of Management Information Systems
Rattling SABRE—new ways to compete on information
Harvard Business Review
Corporate Information Systems Management: Text and Cases
Corporate Information Systems Management: Text and Cases
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
IS leadership in virtual organizations
SIGCPR '96 Proceedings of the 1996 ACM SIGCPR/SIGMIS conference on Computer personnel research
SIGCPR '96 Proceedings of the 1996 ACM SIGCPR/SIGMIS conference on Computer personnel research
CIO influence behaviors: antecedents, consequences, and moderators
SIGCPR '99 Proceedings of the 1999 ACM SIGCPR conference on Computer personnel research
IT skills portfolio research in SIGCPR proceedings: analysis, synthesis and proposals
SIGCPR '01 Proceedings of the 2001 ACM SIGCPR conference on Computer personnel research
Current issues in IT education
Important CIO features for successfully managing IS sub-functions
Strategies for managing IS/IT personnel
Why there aren't more information security research studies
Information and Management
The chief information officer: a study of managerial roles
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Key issues in information systems management: an international perspective
Journal of Management Information Systems
Journal of Management Information Systems
Impact of Information Technology Management Practices on Customer Service
Journal of Management Information Systems
Interpreting IS alignment: A multiple case study in professional organizations
Information and Organization
The Sarbanes-Oxley Act and the changing role of the CIO and IT function
International Journal of Business Information Systems
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
Experience-based learning of Japanese IT professionals: A qualitative research
The Journal of Strategic Information Systems
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
Antecedents and Effects of CIO Supply-Side and Demand-Side Leadership: A Staged Maturity Model
Journal of Management Information Systems
Environmental assessment in strategic information systems planning
International Journal of Information Management: The Journal for Information Professionals
Information technology (IT) investment and the role of a firm: an exploratory study
International Journal of Information Management: The Journal for Information Professionals
Strategic management of IS/IT functions: the role of the CIO in Norwegian organisations
International Journal of Information Management: The Journal for Information Professionals
Information systems strategy: Past, present, future?
The Journal of Strategic Information Systems
Entrepreneurship, knowledge integration capability, and firm performance: An empirical study
Information Systems Frontiers
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It is widely argued that the information systems (IS) leadership function has undergone fundamental changes over the past decade. TO better understand the changes, this study compares the backgrounds, responsibilities, reporting relationships, and power of newly appointed IS executives (who had been in their position for two years or less) with established IS executives (who had been in their position for five years or more). The study found that approximately half of the new IS executives were external hires, whereas almost all of the established IS executives were promoted from within the company. More than two-thirds of the new IS executives had more than five years' experience managing a non-IS function within the past 15 years. Established IS executives had spent the majority of their career within the IS function. The activities receiving the most attention from new IS executives were information technology (IT) strategic planning and control, IT architecture management and standards development, and human resource management. For established IS executives, the activities receiving the most attention were IT architecture management and standards development, human resource management, and operations. An increasing number of new IS executives reported directly to the CEO, and almost half were members of the senior management/strategic policy committee. These findings have several important implications. First, the senior IS executive must be able to bring a broader business perspective to the position. Current senior IS executives who have not broadened their own knowledge, skills, and experiences in business strategy, management, and operations should immediately develop a personal career development program to gain these valuable perspectives. Second, senior IS executives should implement career development strategies within their own organizations that ensure that IS professionals have the opportunity to acquire the business management experience necessary to advance to higher IS management levels. Third, graduate and executive programs designed to prepare future IS managers and leaders must provide both a business and IT perspective throughout the curriculum.