An Exploratory Study on the Influencers of the Perceived Relevance of CIO's Activities

An Exploratory Study on the Influencers of the Perceived Relevance of CIO's Activities

João Varajão (Department of Information Systems, Centro ALGORITMI, University of Minho, Guimarães, Portugal), António Trigo (ISCAC, Polytechnic Institute of Coimbra, Coimbra, Portugal & Centro ALGORITMI, University of Minho, Guimarães, Portugal) and Pedro Soto-Acosta (Department of Management and Finance, University of Murcia, Murcia, Spain)
Copyright: © 2016 |Pages: 15
DOI: 10.4018/IJEIS.2016100101
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Over the past decades several studies aimed to rank the importance of CIO's activities. One aspect that stands out in these studies is the difficulty in finding two studies that agree on the relative importance of CIO's activities. On the one hand, this can be explained by the CIO role evolution. On the other hand, there may be certain variables that influence the perception of the importance of CIO's activities. This paper presents the results of an exploratory study developed to identify the current CIO's main activities and to verify whether CIO's demographics and CIO's business context influence the perception of the importance of those activities. The results show that managing projects, interacting with top management teams, optimizing business processes and making strategic decisions are main CIO's activities; and the importance recognized to these activities is influenced by characteristics such as the CIO's age or the hierarchical structure of the organization.
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2. Literature Review

The literature review was conducted from two major sources of information: the community of practitioners, including the CIO Magazine in its yearly study “The state of the CIO” and Gartner in its yearly study “The CIO Agenda Report”; and the academic community, including Web of Science, Scopus and ScienceDirect. The main search expressions used were “CIO activities,” “IS managers activities,” “CIO roles,” “IS managers roles,” “CIO characteristics,” “IS manager characteristics,” “CIO profile” and “IS manager profile”.

CIOs play different roles and functions in organizations (Gottschalk, 2002; Wu et al., 2004): Leader (e.g.: hiring, developing and managing the IT staff); Connection (e.g.: making a bridge between top management and IT professionals, as well as maintaining a network of contacts with clients and suppliers); Monitor (e.g.: managing projects and application development); Spokesperson (e.g.: representing the company in social events); Entrepreneur (e.g.: seeking and evaluating IT/IS opportunities); Resource Allocator (e.g.: budgeting and optimizing business processes); Architect of Change (e.g.: making strategic decisions); and Technological Strategist (where one of the main activities is to interact with the top management team in order to give them technological innovations’ scenarios and explaining how the innovations can improve the achievement of organizational goals).

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