Understanding the CEO/CIO relationship
MIS Quarterly
Firms that choose outsourcing: a profile
Information and Management
The CIO's chief concern: communication
Information and Management
The CEO/CIO relationship revisited: an empirical assessment of satisfaction with IS
Information and Management
IS investment priorities in contemporary organizations
Communications of the ACM
Information systems variables and management productivity
Information and Management
Transformation of the IT function at British Petroleum
MIS Quarterly
Management Information Systems: New Approaches to Organization and Technology
Management Information Systems: New Approaches to Organization and Technology
Key issues in information systems management: an international perspective
Journal of Management Information Systems
Executive information systems for the chief information officer
International Journal of Information Management: The Journal for Information Professionals
Important CIO features for successfully managing IS sub-functions
Strategies for managing IS/IT personnel
A survey on CIO concerns-do enterprise architecture frameworks support them?
Information Systems Frontiers
Information technology management roles: the case of chief information officers in Norway
International Journal of Information Technology and Management
The study of the turnover of MIS professionals-The gap between Taiwanese and US societies
International Journal of Information Management: The Journal for Information Professionals
Information channel diagrams: an approach for modelling information flows
Journal of Intelligent Manufacturing
Relevance of Information Systems Strategic Planning Practices in E-Business Contexts
Journal of Electronic Commerce in Organizations
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Chief information officers (CIOs) have the difficult job of running a function that uses a lot of resources but offers little measurable evidence of its value. Line managers are increasingly assuming responsibility for planning, building, and running information systems that affect their operations. To respond to business and technological changes, CIOs now must build relationships with line managers and assume new and more strategic roles. The strategic role of the CIO is becoming ever more complex, requiring an expansion of the organisational and structural possibilities for filling that role. This research examines CIO role in Norwegian organisations. In this paper, results from a survey of Norwegian CIOs are presented. Norwegian CIOs have on average worked in the current organisation for eight years, have worked in information technology (IT) for 12 years, report mostly to the financial director, have 11 people reporting to them. A large percentage has at least a master's degree. Also, formal IS planning tended to be adopted by organisations with higher annual revenue, larger number of total employees, and broader span of control (i.e., the number of people reporting to the CIO). Higher CIO reporting level was also associated with greater extent of information systems plan implementation.