The chief information officer: a study of managerial roles

Authors:
Varun Grover;Seung-Ryul Jeong;William J. Kettinger;Choong C. Lee
Affiliations:
-;-;-;-
Venue:
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Year:
1993

Citing 12
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Abstract

This study investigates the managerial roles of the chief information officer (CIO) based on Mintzberg's classic managerial role model. Our findings indicate that CIOs differ from manufacturing and sales executives in the relative importance they place on managerial roles. This difference does not exist between CIOs and finance executives or between CIOs and information systems (IS) middle managers. As IS management matures, the spokesman and liaison role of the CIO becomes more important. Surprisingly, as IS matures, the strategic responsibilities entitled in the monitor and entrepreneur roles of the CIO do not become more important. However, it was found that the more centralized the IS resource, the greater the CIO's role in acting as a spokesman, environmental monitor, and resource allocator. The results of this study have implications for management development, training, and the career planning of IS management.