Detail Antecedents of CIO effectiveness: A role-based perspective Bibliografi Author: Smaltz, Detlev Heribert ; Sambamurthy, V. (Advisor); Agarwal, Ritu (Advisor) Topik: BUSINESS ADMINISTRATION; MANAGEMENT|BUSINESS ADMINISTRATION; GENERAL|INFORMATION SCIENCE Bahasa: (EN )    ISBN: 0-599-40645-3     Penerbit: THE FLORIDA STATE UNIVERSITY     Tahun Terbit: 1999     Jenis: Theses - Dissertation Fulltext: 9939301.pdf (0.0B; 0 download) Abstract Over the past four decades the role of information technology (IT) has evolved from a primarily supporting role to an increasingly strategic role with the potential to provide competitive advantage. With this new found importance, many organizations have created, primarily over the past two decades, an executive position to manage IT—the chief information officer (CIO). However, the literature, and particularly the practitioner literature suggests, that this new executive may be experiencing some problems performing up to expectations. This literature suggests that too many CIOs are not able to focus on business imperatives nor are they able to effectively communicate in business terms, thereby alienating themselves from their CEOs and other top managers. Others argue that CIOs in general tend to focus themselves too narrowly on technical issues as opposed to how IT can add value to the business as a whole. The volume of literature in the practice community reflecting a perception of CIO ineffectiveness provides both the relevance and motivation for this study. What factors contribute to a CIO's effectiveness within his/her organization? Are personal attributes or skills solely responsible for CIO effectiveness or are their other organizational factors that contribute to CIO effectiveness? This field study of one hundred and six organizations investigated the antecedents of CIO effectiveness in the context of an dynamic, information intensive industry—the healthcare services industry. Prior theory was used to specify two key antecedents of CIO effectiveness: CIO capability and TMT/CIO engagements. The relationship between CIO capability and CIO effectiveness, as well as, the relationship between TMT/CIO engagements and CIO effectiveness was each posited to be moderated by the organization's strategic vision of IT. Data were collected from dyads of CIO and TMT members. Using a multidimensional, role-based measure of CIO effectiveness and the analytical technique of partial least squares estimation, the research model explained 66% of the variance in CIO effectiveness. As predicted, CIO capability (i.e., the CIO's strategic business knowledge, the CIO's strategic IT knowledge, the CIO's political savvy, and the CIO's interpersonal communication skill) had a significant relationship with CIO effectiveness. In addition, TMT/CIO engagements had a significant relationship with CIO capability. While no direct effect of TMT/CIO engagements on CIO effectiveness was found in this study, there is suggestive evidence that TMT/CIO engagements and CIO capability have a synergistic effect on CIO effectiveness. In addition, there is some evidence that suggests that CIO capability may mediate the relationship between TMT/CIO engagements and CIO effectiveness. Future research should attempt to more robustly test for this mediating relationship. Finally, no moderating effects of an organization's strategic vision of IT on the main relationships in the research model were found. Future research may want to revisit extant strategic vision conceptualizations to determine their salience in the post-internet environments that organizations find themselves in today. Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Lihat Sejarah Pengadaan  Konversi Metadata   Kembali

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