CIO And Corporate Strategic Management: Changing Role of CIO by Petter Gottschalk

By Petter Gottschalk

The CIO place and significance depend upon details expertise adulthood within the association, worth configuration, strategic IT assets, e-business process, and IT governance constitution. CIO and company Strategic administration: altering function of CIO to CEO holds key info in bettering a CIO's function, which might then strengthen his or her probabilities of relocating up right into a CEO position. CIO and company Strategic administration: altering function of CIO to CEO offers research inside of theoretical frameworks and consulting thoughts, and begins with the call for facet of CEO successions, in particular highlighting techniques in IT foundations, e-business improvement, and IT sourcing judgements.

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Believes he or she is an authority on IT practice. • Agnostic: Concedes IT may be strategically important. Requires repeated convincing. • Monarch: Access IT is strategically important. Appoints best CIO possible, then steps back. • Believer: Believes IT enables strategic advantage. Demonstrates belief in own daily behavior. CEOs who already demonstrate their fitness for the information age share a common and intuitive belief. They see IT as a first-order factor of strategy making. Belief in the business-critical role of IT drives what believer CEOs do and the organizational climate they create.

A. (2004, Spring). When CEOs step up to fail. MIT Sloan Management Review, 50-94. Dagens Næringsliv. (2005, October 25). Sjefer fra eget hus gir fortrinn (Executives from own house gives advantage). Dagens N, æ, ringsliv (financial newspaper in Norway), 34. Davidson, W. , & Worrell, D. L. (2001). Succession planning vs. agency theory: A test of Harris and Helfat’s interpretation of plurality announcement market returns. Strategic Management Journal, 22, 179-184. Earl, M. , & Feeny, D. F. (2000, Winter).

The Chief Executive Officer  Westphal and Khanna (2003) studied how social processes by which the corporate elite may have resisted pressure from stakeholders to adopt changes in corporate governance that limit managerial autonomy. Senior managers and directors of large established companies tend to possess a shared class-wide rationality or group consciousness as members of a unified business elite. Members of this inner circle of business leaders are normatively expected to protect the interests of corporations and the executives who run them.

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