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MODERN ROLE OF THE CIO

1. The Effects of IT Chargeback on Strategic Alignment and

Performance: The Contingent Roles of Business Executives' IT
Competence and CIOs' Business Competence

Xiaohua Men(China UnionPay, Shanghai, China) (College of Computer Science, Fudan

University(51), Shanghai, China)
Year: 2023

Abstract
In the era of the digital economy, organizations are under a lot of pressure to justify
their information technology (IT) spending in digital transformation. Therefore, some
organizations have implemented IT chargeback, an IT governance (ITG) mechanism, to
clarify and allocate IT costs across multiple business units. While practitioners have
emphasized the importance of IT chargeback, there have been few theoretical efforts
investigating its strategic effects and boundary conditions.
Design/methodology/approach
Synthesizing the ITG literature and the resource-based view (RBV), the authors develop
a research model to examine whether and how IT chargeback affects the strategic
alignment between IT and the business and, in turn, organizational performance. IT
human resources strengthen the impacts of IT chargeback. The authors designed a
survey to collect data from 103 companies and tested the model using partial least
squares (PLS).
recommendations
The authors found that IT chargeback promoted strategic alignment and then
organizational performance only for companies with business-competent chief
information officers (CIOs), rather than IT-competent business executives.

2. She's Worth IT: Challenges for Women CIOs in Ensuring IT

Security Compliance

Gaurav Bansal(University of Wisconsin Green Bay(63), Green Bay, Wisconsin, USA)

Article publication date: January 10, 2024.

Abstract
IT security compliance is critical to organizational success, and compliance is largely
dependent on IT leadership. Considering the prevalence of unconscious gender biases
and stereotypes in the workplace and growing female leadership in IT, the authors
examine how the internalization of stereotypical beliefs, in the form of employee
gender, impacts the relationships between employee characteristics. leadership and IT
security compliance intentions.
Design/methodology/approach
A controlled experiment was designed in Qualtrics using eight different vignettes
manipulating the gender (male/female) of the Chief Information Officer (CIO),
information technology (IT) experience (low/high), and leadership style (
transactional/transformational). Data was collected from MTurk workers across the
United States.
recommendations
The findings suggest that the gender of both CIOs and employees plays an important
role in how IT leadership characteristics (perceived experience and leadership style)
influence employees' intentions and reaction to comply with IT recommendations. CIO
security.

3. Empirically identifying skills gaps between CIO supply and

demand: A resource-based view using machine learning

Eusebio Scornavacca(Merrick School of Business, University of Baltimore (93),

Baltimore, USA)
Article publication date: May 13, 2021.

Abstract
The role of emerging digital technologies is of increasing strategic importance,
providing significant competitive advantage to organizations. The chief information
officer (CIO) plays a critical role in facilitating the digital transformation process. While
demand continues to increase, the supply of suitably qualified candidates is lacking,
forcing many companies to choose information technology (IT) or marketing
specialists. This research seeks to analyze the required organizational capabilities and
the level of fit within the industry between CIO requirements and appointments through
the resource-based view.

4. Public Sector CFO and CIO: Impacts of Work Proximity and Role
Perceptions

James Stephen Denford(Department of Management, Royal Military College of Canada

(49), Kingston, Canada)
Issue publication date: June 1, 2021

Abstract
The purpose of this article is to explore the unique and challenging relationship between
the chief financial officer (CFO) and the chief information officer (CIO) in the public
sector.
Design/methodology/approach
In this article, the authors operationalize the CFO-CIO relationship using upper echelon
theory (UET) and propose an extension by introducing relationship effectiveness and
role perception constructs. Applying a configurational approach to paired survey data,
the authors use qualitative comparative fuzzy set analysis to examine paths to both joint
and individual role success.

5. CIO turnover and its consequences for competitors

Yeasung Jeong, University at Albany - SUNY(851)

Year: 2023

Abstract
As information technology is considered a key driver of business innovation, the role of
the chief information officer (CIO) has been emphasized. However, companies face
frequent CIO changes. Therefore, in this study we argue that it is important to
investigate the impact of CIO turnover on a firm's innovativeness and the indirect effect
of CIO turnover on competitors' innovativeness. We then propose a novel approach to
test these causal inferences from CIO turnover. We found that CIO turnover did not
have a significant direct effect on their focal company. However, the spillover effect is
significant and positive, implying that firms produce more patents when their
competitors experience CIO turnover than if competing firms' CIOs had not been laid
off. Since the loss of a CIO has ripple effects throughout the industry, companies should
consider the unintended consequences of their decisions regarding CIO turnover.

6. The role of the CIO in digital transformation: an exploratory

study
Original article
Published: September 28, 2023
Department of Management, Birla Institute of Technology and Science (BITS) Pilani,
Pilani, India(861)
Abstract
With a continuous flow of emerging technologies, organizations are increasingly seeking to
digitally transform their businesses towards increasingly efficient, intelligent and self-learning
business models. As the recognized head of IT, the Chief Information Officer (CIO) is often
tasked with the responsibility of successfully implementing Digital Transformation (DT)
initiatives. While there are independent studies on the role of the CIO and on the impact of DT,
the role of the CIO is not sufficiently examined in the context of DT. This study fills this gap by
conducting multiple case studies of six organizations involved in DT. Following role theory, the
study emphasizes the CIO as an actor focused on digital strategy and empirically delineates the
multidimensional task demands associated with DT with respect to the CIO's role under the new
strategic realities of the digital era. We found that while traditional CIO roles still apply, the DT
context adds more nuance to those roles. Furthermore, some new roles (e.g., legacy systems
integration, risk management, and IT security) have become crucial and are not adequately
reflected in the existing literature on CIO roles.

7. Entrepreneur or technologist: stock market reaction to

alignment between CIO experience and company strategy
Cecilia (Qian) FengbSchool of Business, Stony Brook University(206), Stony Brook,
New York, USA
December 11, 2022

Abstract
Chief information officers (CIOs) influence the implementation of their company's strategy and
facilitate improved company performance through effective management of information
technology (IT) resources. However, it is still unclear how companies select CIOs and how the
stock market perceives that selection. We postulate that companies' preferences regarding CIO
expertise (business acumen versus technical expertise) depend on their strategic positioning.
Furthermore, we maintain that the stock market pays attention to the alignment between the
designated CIO's background and the company's strategy. To examine this empirically, we
employed factor analysis on a sample of 1,287 CIOs with detailed biographical information on
education, work experience, and certification to identify the CIO's background. Using these
measures, we examine whether the track record of the appointed CIO depends on the strategic
positioning of the appointing company in a regulatory model. We then use a predictive model to
test stock market reactions to CIO appointments. We document that companies leaning toward
cost leadership are more likely to appoint a CIO with a stronger business-oriented background,
while companies leaning toward differentiation are more likely to appoint a CIO with a stronger
business-oriented background. more solid training oriented towards technical aspects.
Interestingly, companies with misaligned CIO appointments suffer a backlash in the stock
market. We discuss the theoretical and practical implications of selecting aligned versus
misaligned CIOs.

8. Four decades of research on the CEO-TMT relationship: A

review inspired by role theory.
University of St. Gallen(436), Dufourstrasse 40, CH-9000 St. Gallen, Switzerland
Dimitrios Georgakakis ,Mariano LM Heyden b,Jana DR Oehmichen c,Udari IK Ekanayake
registration version on June 17, 2022.
Abstract
The CEO-TMT interface, defined as the link and interaction between the CEO and other top
managers, has received increasing attention from scholars from different disciplines. This
stream of research aims to reveal how CEOs and other executives interact with each other, they
influence each otherwith each other and engage in collective activities that shape the destiny of
organizations. However, despite growing interest in this area, existing CEO-TMT research is
characterized by diverse and disconnected assumptions about the interconnecting roles through
which CEOs and TMTs exercise strategic leadership. Drawing on role theory, we review
existing research on the CEO-TMT interface in different disciplines and systematically organize
the various CEO-TMT role assumptions into three role theory specifications: functionalism,
social interactionism, and structuralism. By taking stock of the three role specifications, we
provide a critique of the strengths and limits of each, and chart directions toward an integrated
“multi-role” understanding of the CEO-TMT interface in strategic leadership.

9. Enabling Projects for Strategic Implementation: Role of the

Designated Project Manager at the CEO-TMT Interface During
Initial Project Investment Decisions
Xiaotian Yang a,Bei He a,Linzhuo Wang b,Miao Yu
Waseda University(20), 1-104 Totsukamachi, Tokyo, Shinjuku-ku, Japan
Abstract
This study explores how the designated project manager (GED) relates to the CEO-top
management team (ETG) interface to enable strategic implementation of projects. During the
initial investment decision of the project, their respective key capabilities are analyzed in the
Awareness-Motivation-Capability phases through a case study. The evidence showed that the
GED indeed plays a key role at the CEO-ETG interface in the process. He/she plays the role of
communicator at the interface in the motivation phase through the capabilities of observation,
networking, and information seeking, and plays the role of integrator at the interface in the
capability phase through the capabilities of coordination and reconfiguration. Additionally,
he/she assists the project owner in playing the role in developing project business cases aligned
with strategic development. It enriches project governance theory, identifies the role of the GED
in the initial project decision-making process prior to project initiation, and enriches the theory
of upper echelons in project management fields.

10.Effects of Green Human Resource Management and CEO

Ethical Leadership on the Environmental Performance of
Organizations
Susan E. Jackson(School of Management and Labor Relations, Rutgers University (1040), New
Brunswick, New Jersey, USA)
Article publication date: April 21, 2020
Abstract
This study proposes and tests a model based on resource theory to describe how formal rules
embodied in an organization's green human resource management (GHRM) are combined with
informal signals communicated by the firm's top-level members, including the CEO and
members of the top management team (TMT), to affect a company's environmental
performance.
Design/methodology/approach
Data were collected from multiple sources from 240 human resources managers, financial
directors, and CEOs of 80 companies.
recommendations
The results show that CEOs' ethical leadership moderates the positive relationship between
GHRM and TMT's green commitment, which in turn mediates the relationship between GHRM
and firms' environmental performance.

11.Serving Differently: CEO Regulatory Approach and Firm

Stakeholder Strategy
Daniel L. Gamache, François Neville, Jonathan Bundy, Cole E. Short,University of Georgia(220)
First published: January 17, 2020
Abstract
A fundamental question in stakeholder strategy research is why firms adopt certain strategies or
approaches to interacting with key stakeholders. Recent research suggests that CEO
characteristics may influence their overall decisions to interact with stakeholders; however, this
work has yet to consider why CEOs might use stakeholder-specific strategies. In this article, we
demonstrate how the CEO's regulatory focus influences the nature of a firm's stakeholder
strategy. Specifically, we argue that CEOs' prevention focus is positively associated with
participation in governance-oriented initiatives and receptivity to governance-oriented
stakeholder activism, while CEOs' promotion focus is positively associated with participation in
socially oriented initiatives and receptivity to activism from socially oriented stakeholders. We
find strong support for our hypotheses in a sample of 374 publicly traded companies.

12.Shaping innovation outcomes: The role of CIOs in companies'

digital exploration
Thomas Schäper, David Bendig, Johann Nils Foege and Robin Wagner
University of Münster(367), Germany
Abstract
Digital technologies have rapidly permeated companies, industries and economic networks.
This development has raised expectations that a company's chief information officer (CIO) will
take on a more strategic role, including leading innovation and digital exploration. In this study,
we argue from a senior elite perspective that CIO career variety and tenure are critical in
determining the extent to which firms explore digital technologies in their patent portfolio, i.e.,
digital. We expect a U-shaped relationship between CIO career variety and digital exploration,
and an inverted U-shaped relationship between CIO tenure and digital exploration. We test our
conceptual model using an industry panel of US firms. As predicted, the results show high
digital exploration for low and high career variety, and low digital exploration for moderate
career variety, that is, a U shape. In contrast, they show low digital exploration for low and high
tenure, and high digital scanning for moderate tenure, i.e., an inverted U shape. These insights
indicate that CIOs become strategic leaders in exploring and shaping digital innovation.

13.Making Digital Innovation Happen: A Sales CIO's Perspective

Daniel Qi Chen,Yanlin Zhang,Jinghua Xiao,Kang Xie
Institute for Operations Research and Management Sciences
July 14, 2021
Abstract
Despite the many touted benefits of digital innovation for contemporary businesses, academic
attention to how digital innovation can take place within an organization is surprisingly limited.
Drawing on issue selling theory, this study examines how chief information officers (CIOs)
could lead their organizations' digital innovation initiatives. We propose that the effectiveness of
the CIO's problem selling, rather than its structural position, directly influences the level of
success of organizational digital innovation. Furthermore, the structural power of the CIO
should not be overlooked because it could amplify (i.e., positively moderate) the impact of CIO
problem selling on digital innovation outcomes. Additionally, we identified four facilitating
forces of CIO problem selling effectiveness: (1) CIO strategic decision-making authority, (2)
CIO partnership with the senior management team, (3) strategic knowledge related to CIO
information technology (IT), and (4) CIO political astuteness. Matched-pair survey data
collected from high-level business and IT executives from 179 organizations largely supports
the research hypotheses. The study's findings suggest that the problem-selling perspective offers
a powerful theoretical lens for examining the strategic impacts of the CIO in the digital age.

14.Duration and background of CIOs in Germany: influencing

factors and international comparison
P. Hillebrand, M. Westner Universidad de Salzburgo (601)

septiembre de 2023

Abstract:
The average tenure of chief information officers (CIOs) has increased in recent years. However,
the average tenure of CIOs is shorter than that of chief executive officers (CEOs). While most
studies on tenure and background are based on data from American IT executives, studies on
German CIOs are lacking. This study analyzes the tenure of German CIOs as an indicator of
management effectiveness and how certain factors influence it. An original and unique data set
of 384 IT executives from German companies is examined. The data includes the size and
industry sector of the companies, the educational and professional backgrounds of the CIOs, and
the reporting lines of the CIOs. Data were analyzed using the chi-square test and Fisher's exact
test. German CIOs had a median tenure of 4.0 years. However, if we examine executives
currently in office and executives with a full term separately, the median tenure differs. The
results also show that German CIOs do not have shorter tenures than German CEOs. When
compared to US CIOs, results depend on the values selected for comparison. Furthermore, the
analysis shows that neither the size and industry sector of the companies nor the educational and
professional background of CIOs and CIO reporting managers have a statistically significant
influence on the tenure of IT executives. The factors examined in this study can be considered
preconditions for the CIO position. In the future, influencing factors during tenure should be
examined.

15.The art of digital transformation as crafted by a chief digital

officer

Robert M. Davison, Louie HM Wong, John Peng

Escuela de Graduados en Administración, Universidad de Comercio y Negocios de
Nagoya(6), Japón
Versión del registro el 29 de diciembre de 2022.

Abstract:
Chief Digital Officers (CDOs) play a multitude of roles as they facilitate digital transformation.
In this opinion paper, we draw on an interview that we undertook with the CDO at a major
Chinese software and technology services firm to highlight the intricacies and idiosyncrasies of
digital transformation work both within the organization and externally to clients. We
characterise the nature of the CDO's role as ‘the art of digital transformation’, recognising the
blend of business and technology knowledge with superior communication and persuasion
skills.