Browsing by Author "Harding, David J."

Now showing 1 - 2 of 2
  • Thumbnail Image
    ItemOpen Access
    Environmental modelling of the Chief Information Officer
    (UK Academy for Information Systems, 2017-04-30) Harding, David J.; Fan, Ip-Shing
    Since the introduction of the term in the 1980’s, the role of the Chief Information Officer (CIO) has been widely researched. Various perceptions and dimensions of the role have been explored and debated. However, the explosion in data proliferation (and the inevitable resulting information fuelled change) further complicates organisational expectations of the CIOs role. If organisations are to competitively exploit the digital trend, then those charged with recruiting and developing CIOs now need to be more effective in determining (and shaping) CIO traits and attributes, within the context of their own organisational circumstances and in line with stakeholder expectations. CIOs also need to determine their own suitability and progression within their chosen organisation if they are to remain motivated and effective. Before modelling the role of the future CIO, it is necessary to synthesise our current knowledge (and the lessons learnt) about the CIO. This paper, therefore, aims to identify and summate the spectrum of key researched ‘themes’ pertaining to the role of the CIO. Summating previous research, themes are modelled around four key CIO ‘dimensions’, namely (1) Impacting factors, (2) Controlling factors (3) Responses and (4) CIO ‘attributes’. Having modelled the CIOs current environment, and recognising the evolving IT enabled information landscape, the authors call for further research to inform the recruitment and development of the future CIO in terms of personal attributes and the measurable impact such attributes will have on their respective organisation.
  • Thumbnail Image
    ItemOpen Access
    A new model for chief information officer role effectiveness in digital enterprises.
    (2022-04) Harding, David J.; Fan, Ip-Shing
    Relatively high turnover rates for CIOs have endured since the role was conceived in the 1980s. Whilst the CIO has been studied as IT leadership and management research since the 1980s, a coherent theory to explain CIO role effectiveness has eluded practitioners. The author believes that rapidly changing expectations for an already ambiguous role, continuing use of inappropriate performance assessment frameworks, coupled with lack of personal development opportunities, represent major factors for continued demotivation and turnover. To help address Chief Information Officer (CIO) demotivation and reduce the impact of CIO turnover, the author developed and validated a new CIO role effectiveness model. The author conducted a literature review and analysed UK CIO job advertisements as a means for capturing changing expectations for the CIOs behaviours and attributes. The result was developed into a conceptual model that was validated through a survey with participation from 82 UK CIOs, and 106 CIO stakeholders. Comparing expectations, the author finds that, as environments become increasingly dynamic and levels of digital maturity increase, most CIOs and their stakeholders expect: (i) that CIOs will transition their behaviours from change orientated behaviours towards relationship orientated behaviours; (ii) to agree more on the importance of the CIOs personal (demographic) attributes, the CIOs conceptual, human, and technical skills, the CIOs knowledge about stakeholders, IT and the business, and how CIOs should be assessed and (hence motivated). The author also finds continued disagreement about what CIOs are expected to learn and the sources of that learning. Acknowledging that expectations relate to changing situational variables, the author concludes that, whilst the new CIO effectiveness model doesn’t represent a deterministic solution for the relationships between expected behaviours and attributes, it does provide a new means for mentoring CIOs and their stakeholders, for their given situation, to identify and address misalignment in expectations for CIO effectiveness.