The term Chief Information Officer (CIO) was first coined in 1981 and has been implemented in many firms across a range of industries. Two competing institutional theory views are proposed, one leading to the institutionalization and one leading to the extinguishment of the CIO position. A pilot test was conducted examining Security and Exchange Commission filings where instances of adoption, r...

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The CIO faces competing demands from internal customers for a variety of services, such as consulting, development, maintenance, and operations. S/he is also responsible for identifying new projects that will increase firm value. How can s/he identify potentially high-impact projects, in the face of a deluge of requests, many for politically motivated, suboptimal projects? We adapt a personal c...

The IS research community has investigated the evolving and changing role of the Chief Information Officer (CIO) for more than twenty-five years. This research sought to better understand the recent changes of the CIO role. Our research goals were threefold: 1) To identify whether the CIO’s job has changed from the characteristics suggested by previous studies; 2) to identify a profile of the a...

This paper describes demand management and its life cycle, taking into account the IT priorities model and project prioritization as a key demand management element. One of a company’s main objectives is to get the maximum benefit from its businesses in the shortest possible time. To do this, it is necessary to properly manage customer demand and satisfy customer needs. Therefore, it has to pro...

We explore empirical regularities of CIO survivability in public and private organizations using CIO job tenure durations spanning 1994 to 2009 for 1,594 executives. We employ the Kaplan-Meier estimator from event history analysis to compute survivor functions for CEOs, COOs, CFOs and CIOs. We make log rank comparisons of job tenure durations to make inferences within/across executive titles, a...

Leading a business unit’s IT function is more challenging than leading a corporation’s IT function. At the business unit level, a CIO reports to the business unit’s manager and to the corporation’s CIO (Hodgkinson 1996). In comparison, the corporate CIO must establish a relationship with one boss the CEO (DeLisi, Danielson et al. 1998; Kakabadse and Korac-Kakabadse 2000). A further problem is t...

Based on in-depth interviews with 21 CIOs, the full article explores the process of how CIOs take charge of a new appointment. Taking charge is the process of learning and taking action to the point where an executive has mastered the new assignment in sufficient depth so he or she can run the sphere of responsibility effectively, given the constraints and available resources. We identified thr...

This research investigates what skills, behaviors and traits characterize an effective senior leader within information technology (IT) organizations. We explore specifically IT executives (a leader of leaders) who report directly to the Chief Information Officer. We conducted a qualitative study by interviewing 36 IT professionals using 360 ̊ approach to distill which competencies define an eff...