The Chief Information Officer: A Review of the Role

Abstract

The role of Chief Information Officer (CIO) is a relatively new one and it is evolving. Issues sur-round the role related to performance, evaluation, and turnover. The investigation reported here is the result of in-depth qualitative interviews with currently practicing CIOs from New Zealand, Taiwan, and the United States. The results are presented in relation to issues that the CIO initially had to deal with, current issues, and future issues as anticipated by the CIOs. Two major contribu-tions of this research relate to culture and alignment. From a cultural perspective there is little variability in the roles. However, how the roles are carried out will be affected more by corporate culture than by societal culture. Alignment is related to the expectations of senior management and the interpretation by the CIO. It is very important to the CIO and senior management that there is understanding and agreement regarding role expectations. This project contributes to a more thorough understanding of the role of the CIO and how it is evolving in various contexts.

Full text

Journal of Information, Information Technology, and Organizations Volume 5, 2010
The Chief Information Officer:
A Review of the Role
Gordon Hunter
University of Lethbridge, Lethbridge, Alberta, Canada
ghunter@uleth.ca
Abstract
The role of Chief Information Officer (CIO) is a relatively new one and it is evolving. Issues sur-
round the role related to performance, evaluation, and turnover. The investigation reported here is
the result of in-depth qualitative interviews with currently practicing CIOs from New Zealand,
Taiwan, and the United States. The results are presented in relation to issues that the CIO initially
had to deal with, current issues, and future issues as anticipated by the CIOs. Two major contribu-
tions of this research relate to culture and alignment. From a cultural perspective there is little
variability in the roles. However, how the roles are carried out will be affected more by corporate
culture than by societal culture. Alignment is related to the expectations of senior management
and the interpretation by the CIO. It is very important to the CIO and senior management that
there is understanding and agreement regarding role expectations. This project contributes to a
more thorough understanding of the role of the CIO and how it is evolving in various contexts.
Keywords: Chief Information Officer; Narrative Inquiry; Long Interview Technique; Interview
Protocol
Introduction
The establishment of the Chief Information Officer (CIO) role suggests that senior management
formally recognize that information is a valuable resource and must be managed at a senior level
within the organization. However, currently, there is a very high turnover in those individuals
who fill the CIO position. Capella (2006) suggests the turnover rate of CIOs is twice that of Chief
Financial Officers (CFO) and Chief Executive Officers (CEO). It might be related to an unclear
definition of duties. Perhaps performance evaluation factors may not be specific or agreed upon
by senior management (Marchand, 2008). Demand for CIOs in many organizations may result in
voluntary turnover. Further, the CIO has only 100 days to prove his or her value to the organiza-
tion and senior management (Capella, 2006).
The emergence of a new breed of manager, the Chief Information Officer (CIO) was reported by
Bock, Carpenter, and Davis (1986) in Business Week. This new position was supposed to provide
a link between the data processing department and the company’s senior managers. Thus, the data
processing manager position was be-
coming recognized as a CIO in a similar
manner as twenty years before when
accountants were elevated to the CFO
position. The emergence of the CIO role
suggests that companies were recogniz-
ing the strategic importance of informa-
tion and its supporting technology.
Material published as part of this publication, either on-line or
in print, is copyrighted by the Informing Science Institute.
Permission to make digital or paper copy of part or all of these
works for personal or classroom use is granted without fee
provided that the copies are not made or distributed for profit
or commercial advantage AND that copies 1) bear this notice
in full and 2) give the full citation on the first page. It is per-
missible to abstract these works so long as credit is given. To
copy in all other cases or to republish or to post on a server or
to redistribute to lists requires specific permission and payment
of a fee. Contact Publisher@InformingScience.org to request
redistribution permission.
Accepting Associate Editor: Raafat Saade

The Chief Information Officer
If the application of information technology is going to be successful, a team approach is neces-
sary at the senior level in the organization (Maciag, 2002). So, the CIO must attempt to bridge the
gap between information technology and the business. However, other members of the senior
management committee must become aware of information technology and related processes and
how these may be applied to other functional areas within the organization. The major underlying
factor for this situation is related to the alignment of expectations of the CIO and other members
of the senior management committee.
The objective of this research project was to investigate these issues and others related to the
emerging and evolving role of the CIO. The goal was to document these issues as identified by
the CIO and to explore the issues relative to various corporate and national contexts. A cross-
cultural investigation was also conducted in an attempt to determine if this newly emerging role is
being impacted by societal culture. Thus, in-depth exploratory one-on-one interviews were con-
ducted to document CIOs’ comments about those issues which they considered significant.
This document is structured in the following manner. The next section presents a review of cur-
rent research and is organized into two categories of investigations related to the organization and
the individual role. This latter category is the focus of the research project reported here in the
subsequent section. Next, the findings of this research are reported organized by CIO comments
about initial, current, and future issues. This sequence of issues was chosen in an attempt to iden-
tify any trends in the CIO role. The discussion section provides comments about alignment and
culture as they relate to the CIO role. Finally, conclusions are presented about the emerging CIO
role.
Current Research
The discussion of research related to the role of the CIO is presented here in two categories. The
first category relates to organizational aspects of the CIO role and the relationship of the CIO to
both the overall company and the functional unit of the CIO. This category provides the context
for the second category, which is the focus of this research project. The second category discusses
research related to investigating various aspects of the emerging role of the CIO.
Organizational Aspects Research
The perception of the CIO role within the company is evolving (Patten, Fjermestad, & Whit-
worth, 2009). Senior management’s attitude is that managing information strategically should be
fully integrated with the business (Peppard, 2007) and also should be regarded in a similar vein as
managing finances, human resources, operations, and the other major functions of the company
(Meagher, 2003). This attitude is reflected in the movement of the CIO position to the board level
(Kolbasuk, 2005; Ranganathan & Jha, 2008) where information technology is regarded strategi-
cally (Reich & Nelson, 2003) to facilitate competitive advantage. The existence of a steering
committee (Karimi, Bhattacherjee, Gupta, & Somers, 2000) also provides evidence of the strate-
gic use of information technology and its link with the overall business goals.
Alignment is another theme of research at the corporate level (Bassellier, Gagnon, & Pinson-
neault, 2008; Weiss, Thorogood, & Clark, 2006; Yayla & Hu, 2009). Information technology and
business alignment refers to coordinating the capabilities of information technology with the
goals of the business and by demonstrating clear business related value from IT (Scott, 2007).
The business plan should attempt to take full advantage of available technologies (Hartung,
Reich, & Benbasat, 2000). Also, alignment is facilitated through communication (Johnson & Le-
derer, 2007; Reich & Benbasat, 2000). It is important that all senior managers acquire shared do-
main knowledge (Andriole, 2009). Thus, technical professionals must learn about the business,
and business professionals must learn about technology. As Reich and Benbasat (2000) suggest
126

Hunter
managers with both business and information technology knowledge will be catalysts for the in-
novative application of technology to support business goals. Dickerson (2004) has suggested that
alignment is also facilitated through the efforts of the CIO to manage partners and to provide in-
formation technology leadership.
Some research has been conducted at the functional unit level which reports directly to the CIO.
Feeny and Willcocks (1998a, 1998b) suggest that the capabilities of the information systems
business unit should facilitate a company’s ability to exploit information technology. A skill set
to support this capability would consist of technical skills, business knowledge, and interpersonal
skills. This is similar to the original findings of Todd, Mckeen, and Gallupe (1995). More re-
cently Van der Heijden (2001) has suggested that a capability perspective will help focus efforts
on addressing issues rather than simply treating symptoms. Further, Feeny and Willcocks (1998a,
1998b), subsequently supported by Cash (2005), suggest that these capabilities must be able to
support the attainment of the company’s goals and objectives.
A number of investigations (Bharadwaj, 2000; Bharadwaj, Sambamurthy, & Zmud, 1999; Cash,
2005; Feeny & Willcocks, 1998a, 1998b; McKeen, Smith, & Jin, 2009; Van der Heijden, 2001)
have focused on identifying core capabilities within the CIO function for exploiting information
technology.
Feld and Stoddard (2004) suggest that successfully implementing information technology must
consider factors beyond the technology itself. They state the following:
“Making IT work has little to do with technology itself. Just because a builder can ac-
quire a handsome set of hammers, nails, and planks doesn’t mean he can erect a quality
house at reasonable cost. Making IT work demands the same things that other parts of
the business do – inspired leadership, superb execution, motivated people, and the
thoughtful attention and high expectations of senior management.” (p. 74)
Emerging CIO Role Research
In 1998 Korn/Ferry International published the results of an international survey of three hundred
and forty CIOs employed by “Times 1000” companies about their changing role within their or-
ganization. When the survey results were published in 1998 it was concluded that CIOs found
themselves drifting between a technically oriented past and a strategic business oriented future.
The past related to a focus on efficiently employing state of the art hardware and software. While
the future indicated increasing involvement in strategic business planning at the most senior or-
ganizational level. The report further indicated that those organizations that can successfully
manage the transition of this role will gain competitive advantage. Thus, it is important that both
the company and the CIO realize that the CIO role should evolve from an information processing
function to a role based upon knowledge management and innovation (Newbold & Azua, 2007).
Jones and Arnett (1994) suggested that the CIO role emerged so that one senior executive could
be assigned the overall corporate responsibility for an organization’s information processing
needs. The gap between the organizational and information strategies (Stephens, Ledbetter, Mitra,
& Foord, 1992) had to be addressed and resolved (Stephens & Loughman, 1994). It was consid-
ered important both for survival and to attain competitive advantage that the business goals are
reflected in the actions of the information technology function (Earl & Feeny, 1994).
Todd et al. (1995) reviewed job advertisements for information systems positions over a twenty
year period from 1970 to 1990. For the information system manager position they determined a
common thread relating to a blend of technical skill and business knowledge, coupled with effec-
tive interpersonal skills. Over the years while these components have remained consistent, it is
the mix that has changed. Andrews and Carlson (1997) have suggested that the role of the CIO
127

The Chief Information Officer
has past through many phases and is in the fourth wave. To begin, the first wave portrayed CIOs
as simply glorified data processing managers. The second wave saw CIOs perform their role as
technocrats representing the expertise of the technology and its application. In the third wave
CIOs adopted the business executive perspective. Currently, in the fourth wave the CIO is work-
ing at combining the technocrat and the business perspectives. Arnold (2001) supported this evo-
lution suggesting that, while CIOs must still be knowledgeable about technology, they should
also be sure to build relationships with other senior members of the organization and to think stra-
tegically regarding the application of technology for the overall benefit of the company.
The role of the CIO is expanding to include more risk assessment, change management, problem
solving, and selling at the organizational level (Dittmar & Kobel, 2008; Weiss & Anderson,
2004).
Comments about what the future holds for CIOs are also interesting. For instance, the Nolan Nor-
ton Institute (2001) suggested that the senior information technology executive is moving away
from the “technology” and emphasizing more of the “information”. The CIO is becoming more of
a “prophet” and less of a “technologist”. As a prophet the CIO must know how technology may
be employed to transform the business. Further, the CIO must be capable of leading the more tra-
ditional parts of the organization through this transition. Olson (2000) used the term “apostle” in
reference to the future role of the CIO. While CIOs must educate the rest of the organization
about the capabilities of information technology, they cannot become too enthusiastic and attempt
to push the organization beyond the willingness of the CEO and the rest of the senior manage-
ment team. A good CIO must develop a thorough understanding of the goals of the organization
and how information technology may be strategically applied to advance towards those goals.
More recently, Blair (2005) cautions, however, that while there is a movement toward more of an
emphasis for the CIO to understand the business, the CIO must still be the information technol-
ogy champion within the organization. The CIO needs to know both the business and the infor-
mation technology. Thus, while the CIOs of the future will be involved in strategy, they must
continue to understand information technology and how it can be applied to positively impact the
business.
Unfortunately, it has been determined that the CIO still is held in lower regard than other mem-
bers of the senior management team (Kaarst-Brown, 2005). Reasons for this situation include:
• Personality conflicts
• Lack of corporate technology vision
• Poorly aligned IT goals
• Lack of business knowledge
• Lack of IT awareness among business executives
• Incorrect formal structure and reporting relationships
The project reported here has investigated the evolving CIO role. In-depth qualitative interviews
were employed to elicit comments and develop a better understanding of this role. The results of
this exploratory investigation will expand our understanding in this area through a discussion of
the evolving role of the CIO.
Project
A Grounded Theory (Glaser & Strauss, 1976) perspective was taken for this investigation, which
suggests that qualitative data are gathered related to a research question from research partici-
pants who have experience and knowledge of the area under investigation. Further, a qualitative
128

Hunter
research approach was adopted based upon Narrative Inquiry which facilitates documenting re-
search participant’s recollections and interpretations of personal experiences. Narrative Inquiry
involves, “… the symbolic presentation of a sequence of events connected by subject matter and
related by time” (Scholes, 1981, p. 205) and includes the concepts of contextually rich and tem-
porally bounded. Contextually rich recollections are those that are experienced first hand and are
most vividly remembered (Swap, Schields, & Abrams, 2001; Tulving, 1972). Stories that are
temporally bounded have a beginning, a sequence of events, and an ending.
Before the interviews could be conducted it was necessary to find individuals who were interested
in the project and who would be willing to volunteer to participate. Through various personal
contacts individuals were sent information about the project. Those who responded expressing an
interest in the project were contacted and provided further information. Individual interviews
were scheduled with each CIO who volunteered. Some were conducted face-to-face, while others
were carried out via the telephone. In all cases the interviews were audio taped. Transcripts were
prepared from the audio tapes and sent to the respective participant for review. For the most part
any corrections related to spellings of names or towns or were because of inaudible comments
made during the interview.
In order to ground the discussion in the research participants’ personal experiences an interview
protocol (included here in the Appendix) was employed which guided a chronological discussion
of the CIO’s personal experience. The interview protocol was developed based upon the Long
Interview Technique (McCracken, 1988). Questions were posed regarding the research partici-
pant’s past career and personal experiences. A chronological process was followed from early
life, through formal education, and into the various positions held throughout their career up until
the current position. Then the detailed specific issues of the current position were investigated.
Questions were asked about initial, current, and future issues.
The objective of this investigation was to document the comments of CIOs within their specific
organization about the role they play. The Narrative Inquiry approach supports the objective of
this project by facilitating an exploratory investigation of the issues involving the role of the CIO.
During the course of the interview research participants were asked to reflect upon past work ex-
periences. Initially, “grand tour” (McCracken, 1988) questions were asked. These questions are
general in nature and non-directive in manner, allowing the research participant to specify much
of the substance or perspective of the interview. Then the detailed specific issues of the current
position were investigated. Questions were asked about initial, current, and future issues.
Throughout this section of the interview, “floating prompt” (McCracken, 1988) questions were
asked. The nature of these questions depends upon the content of each interview, and, generally,
relate to the researcher’s decision to pursue a thread of discussion in more detail. Another concept
similar to floating prompts is “Laddering” (Stewart & Stewart, 1981). This technique involves a
series of “how” questions to facilitate the research participants’ elaboration of their comments.
Specific or “planned prompt” (McCracken, 1988) questions were asked near the end of the inter-
view in order to address issues gleaned from the literature or previous investigations. These
planned prompts for this project related to:
• Personal history
• Previous experience
• Activities during a typical week
• Dealing with users
• Deciding on information technology investments
129

The Chief Information Officer
Emerging themes were identified by analyzing individual interview transcripts and then by com-
paring the themes from other interview transcripts. This is a common and accepted practice when
conducting qualitative research (Miles & Huberman, 1994) to support the interpretation of textual
data (Thompson, 1997). An iterative approach is taken to reviewing transcripts and identifying
emerging themes. It may be necessary to review a transcript many times. The researcher must,
“… be open to possibilities afforded by the text rather than projecting a predetermined system of
meanings onto the textual data” (Thompson, 1997, p. 441).
Findings
The companies that employed the CIOs involved in the project are quite varied. Table 1 presents
the some company demographics organized by country including the number of employees and
the industry sector for each company.
Table 1. Company Demographics
Country:
Company
Number of
Employees
Industry
Sector
New Zealand
1 900 Education
2 1,000 Communications
3 4,653 Construction
4 2,700 Clothing
5 200 Weather Reporting
Taiwan
1 5,000 Airline
2 4,200 Electronics
3 1,200 Telecommunications
4 10,000 Electronics
5 3,800 Electronics
6 8,727 Manufacturing
United States
1 8,000 Manufacturing
2 1,300 Library
3 500 – 1,500
Seasonal
Manufacturing
4 2,200 Communications
5 8,500 Health Services
6 110,000 Retail
7 3,500 Manufacturing
130

Hunter
Table 2 presents some demographic data about the CIOs who participated in the project.
Table 2. CIO Demographics
New Zealand Taiwan United States Total
Gender
Male 3 6 5 14
Female 2 0 2 4
TOTAL 5 6 7 18
Education
College 1 1
Some
Univer-
sity
2 2
Bachelor 1 3 2 6
Masters 2 1 5 8
Ph. D. 1 1
TOTAL 5 6 7 18
Pre-CIO Role
Technical 2 5 6 13
Business 3 1 1 5
TOTAL 5 6 7 18
There were eighteen participants involved in the interviews, which represent a convenience sam-
ple. It is very difficult to obtain permission to conduct in depth interviews with senior executives
such as CIOs. It is interesting to note the gender differences across the countries of those who
volunteered to participate in the project. There were no females who participated from Taiwan.
Of the seven participants from the United States two are female; and two of the five CIOs from
New Zealand are female. It is also interesting to note that the majority of CIOs from both the
United States and Taiwan had technical experience before they became CIO. However, in New
Zealand the majority came from a business background. Because of the very small sample size
relative to the overall population of CIOs in each country it is not possible to make a generalized
statement about gender differences or pre-CIO role experience. However, the following com-
ments related to chronological issues in the performance of the CIO role based upon those indi-
viduals who were interviewed represents a contribution to further understanding this evolving
role.
Table 3 shows the raw count of issues. The data in this table are organized by country and then
whether the issue was oriented towards either a technical of management consideration (with an
indication of relative size). Further, the data are presented based upon the chronological sequence
of Initial, Current, and Future Issues.
131

The Chief Information Officer
Table 3. Count of Issues
New Zealand Taiwan United States
Technical : Management Technical : Management Technical : Management
Initial 9 < 14 5 < 8 11 < 14
Current 6 < 13 10 > 9 7 < 12
Future 5 < 9 13 > 3 6 < 15
This overall presentation in Table 3 facilitates the identification of a trend in emphasis of issues.
Note that the trend for New Zealand and United States is the same chronologically with a consis-
tent emphasis on management. The Taiwan data show a change in emphasis from initially a man-
agement orientation to a technical emphasis for current and future issues.
As presented later in this manuscript, culturally New Zealand and United States are more similar
to each other, and Taiwan is less similar to either. In relation to Hofstede’s (1980, 1983, 1993,
2001) five dimensions of cultural variability, two may be employed to attempt to explain the dif-
ferences in the trends identified in Table 3. The two dimensions are Individualism/Collectivism
and Uncertainty Avoidance. Together these two dimensions suggest that the culture in Taiwan
will tend to form tightly knit groups with mutual dependencies and obligations that will develop
strict rules and codes of behaviour. Thus, CIOs in Taiwan may more easily address management
issues allowing for a focus on technical considerations.
The more detailed discussion of the findings is organized from two perspectives. To begin, issues
are identified based upon those that the CIO initially responded to, then issues that are currently
being addressed, and finally those that are anticipated in the future. This chronological presenta-
tion relates to how the discussion was conducted during the interview and is a standard approach
within Narrative Inquiry. Further, within each Issues sub-section the discussion is presented in
relation to management, both within the functional unit and the overall company, and technical
aspects. This presentation relates to the major contextual aspects within which the CIO role is
performed. Table 4 presents an overview of the issues that are discussed below.
Table 4. Issues
Context of the
CIO Role
Initial Current Future
Management of the
Function
• Workforce
• Re-organization
• Legacy systems
• Project Man-
agement Office
• Soft skills
• Technical skills
• Performance
standards
• Staffing
Management of the
Company
• Business proc-
esses
• Communication
• Users
• Regulators
• Governance
• Business and
information
systems profes-
sionals
• Business intel-
ligence
• External relations
• Governance
• Outsourcing
• Cost reduction
Technical • Standards
• vendors
• VOIP
• RFID
• RFID
• Data warehouse
• Internet security
132

Hunter
Initial Issues
This section includes a discussion of issues that the participant had to deal with upon assuming
the role of CIO. The issues are organized by aspects related to management of the function, man-
agement of the company, and technical.
Management of the function
Initially the CIO may have encountered a demoralized workforce within the CIO’s functional
area. This situation may have resulted from the information systems staff being overworked or
because they were under-performing. Further, staff may become demoralized because their con-
tribution has not been recognized throughout the company. A general response to the demoralized
staff and to gain more recognition for staff accomplishments included various forms of public
celebration. Financial rewards must be reserved for performance incentives. However, non-
financial celebrations may involve plaques or certificates or newsletters to announce initiatives as
well as accomplishments.
Functional re-organization was another issue dealt with initially. Some of the CIOs were hired
with the express purpose of re-organizing the information systems function and to set a new di-
rection for the provision of information systems services within the company. Other CIOs felt the
necessity to re-organize to facilitate the alignment of the information systems unit with the overall
company goals. In either case, jobs and skill sets changed resulting in re-assignment or termina-
tion of some individuals. These changes were a consequence of the CIOs desire to have the right
people in the right places.
The CIO was usually hired because the company was growing and there was senior management
recognition that the business processes required revision. Thus, a plan was necessary for revising
and updating legacy systems and perhaps integrating new systems and technology. Further, it was
important to decide which specific functions would be outsourced.
In many initial situations a project management office was established in response to the in-
creased number of projects. Standard operating procedures were established for carrying out pro-
jects. Responsibilities of project managers were documented. Expectations for user participation
were developed and agreed upon. The process of setting project priorities was established.
Management of the company
In some cases the CIO role was established to facilitate major revisions to the business processes.
It was determined that a senior management position in the form of a CIO would be required not
only to apply new information technology but also to develop a revised corporate culture towards
conducting business. It was generally recognized by the participants in this project that the cul-
tural change was more difficult to effect than any technical change.
Communication with all levels of users was initially required to gain an understanding of the gen-
eral attitude toward information technology. This communication was mainly accomplished
through face-to-face meetings.
There may have been dissatisfied users because of a prior lack of performance or simply poor
communication. In both cases the establishment of a help desk to respond to the immediate needs
of users represented a first step towards resolving dissatisfaction.
Depending upon the industry, it may be necessary for the company to work with government reg-
ulatory bodies. It may also be necessary for the CIO to become involved to ensure any new or
revised application of technology complies with established industry regulations.
133

The Chief Information Officer
Because the role was relatively new, the CIO would have to initiate a governance program. It is
necessary to demonstrate to all senior managers that they are responsible for business decisions
involving the use of information technology.
Technical
Initially from a technical perspective it was important that the CIO adopted standards. A more
efficient operation is possible through the standardization of infrastructure. This means common
operating systems, computers, and networks. This common approach could result in significant
financial savings when establishing contracts with vendors.
Current Issues
Another set of questions posed during the interviews related to issues currently being addressed
by the CIO. The presentation here is organized in the same manner as the previous section.
Management of the function
The major activity is related to attempting to ensure the availability of appropriate skills. Soft
skills such as ability to communicate are considered important. Other soft skills included manag-
ing people and working as a team member. The acquisition of technical skills will require a spe-
cific training program for each company depending upon the combination of legacy systems,
cross-functional systems, and e-commerce applications.
Management of the company
Issues were also identified that relate to the overall company.
Governance is a current issue that is attracting a lot of attention. All senior managers must realize
they retain the responsibility for decisions relating to information systems and the use of informa-
tion technology.
The CIO must manage the gap between business professionals who know the business and the
information systems professionals who know the technology. Each group should be encouraged
to attempt to understand the perspective of the other group.
Several companies are in various stages of implementing an ERP system. These systems address
many goals. An ERP system will facilitate decision making within the firm. It will support the
sharing of information with business partners. An ERP system can facilitate a corporate level cul-
tural transformation towards a more service orientation. Also, many companies are incorporating
the concept of business intelligence to support managers dealing with the vast amount of informa-
tion that is available through the use of information technology. Data warehouses form the base
for ERP systems and may be queried in many different ways through the use of data mining tech-
niques.
Related to both ERP system implementations and the business intelligence initiative is the “War
Room”. This is a meeting room where senior managers, with the assistance of state of the art
technology, can make effective corporate level decisions.
Technical
Various types of technologies are being investigated and applied to improve business processes.
These technologies include VOIP, wireless communications, and RFID. A major technology is-
sue is supply chain management including managing inventory and sharing production plans with
suppliers.
134

Hunter
Future Issues
The future is considered both interesting and challenging. This section includes a discussion of
those major issues identified by the CIO. Again, the section is organized by aspects related to
management of the function, management of the company, and technical.
Management of the function
The two issues that CIOs anticipate addressing in the future for their own business unit relate to
personnel. One issue relates to the establishment of performance standards. CIOs will be looking
for an independent assessment model. Another issue will be about staffing. It will be important to
ensure the availability of the appropriate skills mix, either through hiring new employees or train-
ing current staff.
Management of the company
The CIOs interviewed anticipate dealing more with external entities such as suppliers, customers,
and regulators. For example, e-commerce web sites promote interaction with those entities as
well as international expansion.
Governance, as presented earlier, will continue to be an issue to be addressed by the CIO. The
senior management team must be cognizant of the ramifications of their decisions regarding the
use of information technology.
If outsourcing is going to be employed by the company to provide service and access to necessary
skills for information technology deployment, then off-shore outsourcing should be considered.
This approach will introduce issues surrounding language and culture and may necessitate an in-
creased level of communication.
Finally, some CIOs anticipate further use of information technology to reduce costs throughout
the company. Thus, information technology will be employed in support of the adoption of the
concept of the lean enterprise.
Technical
The future will see the adoption of technologies such as mobile devices and RFID to support or
change business processes. Data warehouses will be implemented to support the business intelli-
gence initiative. As more companies adopt Internet-based systems security becomes an issue.
Discussion
This investigation determined specific aspects related to alignment (Reich & Benbasat, 2000;
Seddon, Graeser, & Willcocks, 2002) of the interpretation of the individual role and the corporate
expectations as expressed by the CEO. This alignment may be expressed as follows. The role of a
CIO may include leadership and facilitating change. The role of the Chief Technology Officer
(CTO) has more to do with management and ensuring efficient current operations. While leader-
ship involves creating vision and inspiring followers, management involves implementing pro-
grams within the established vision and evaluating performance of followers relative to estab-
lished metrics. Both of these functions, CIO and CTO, are important. What is more important is
the alignment or agreement between the CEO and the CIO that the role will involve those aspects
associated with a CIO role or a CTO role. Interpretations of both the CIO and the CEO must be
clear and explicit.
Dearstyne (2006) has suggested that successful CIOs adopt strategies related to the following as-
pects. They must thoroughly understand the organization through a lengthy involvement both
within the industry as well as the specific firm. Further, they must be able to manage expecta-
135

The Chief Information Officer
tions. This requires successfully establishing relationships with peers as well as those who report
directly to the CIO. Both of these strategies will result in roles that are significantly influenced by
the organizational environment and will contribute to the necessary alignment of role and expec-
tations.
The CIO roles differ from the role of other senior managers. Grover, Jeong, Kettinger, and Lee
(1993) suggest that the unique aspects of information systems have contributed to the relative
uniqueness of the CIO role. Further, they suggest that the CIO role is different from that of lower
level information systems managers. The CIO must adopt a perspective beyond the business unit
through interactions with other parts of the organization as well as external entities, such as sup-
pliers, vendors, or regulators. The role of the CIO is influenced by the information technology
maturity environment of the organization (Grover et al., 1993; Pearson & Chaterjee, 2003).
Another major thrust of this investigation was related to culture. Law and Ngai (2007) investi-
gated the reporting relationships between CEOs and CIOs in multinational and Hong Kong based
firms with operations in China. They also assessed senior management support for the CIO. They
determined that senior management support and a close reporting relationship between CEOs and
CIOs facilitated improved performance regarding business process improvement (BPI) and IT
infrastructure capabilities. They conclude that the role of CIO is mainly affected by enterprise
objectives.
Lindstrom, Johnson, Johansson, Ekstedt, and Simonsson (2006) conducted a survey of Swedish
CIOs regarding issues and constraints of their role within the organization. The results suggest
that highest priority concerns are related to the following:
• Decreasing IT costs within the organization
• Improving the relationship between IT and business parts of the organization
• Implement novel computer-aided support for the business part of the organization
They also determined that CIOs of larger companies possessed a more business-oriented focus
than CIOs in smaller firms.
While these two investigations were conducted individually and in different cultures, they, in ef-
fect, determined similar results. Table 5 presents a comparison of the above two investigations
and shows how they are similar.
Table 5. Comparison of Investigations
Concept Lindstrom et al. (2006) Law and Ngai (2007)
Business Operations Computer-aided support BPI
Internal IT Operations IT Costs ITC
Interdepartmental Relations Improving Mediating between divisions
This similarity of results between investigations in Sweden and Hong Kong responds to the ques-
tion about cultural differences. In general, there exist two hypotheses regarding cross-cultural
research (Ronen, 1986; Webber, 1969; Yang, 1986). One hypothesis, “convergence”, suggests
that cultures are becoming more similar through globalization and the pervasive use of common
technologies. The other hypothesis, “divergence”, suggests that cultures strive to retain their dis-
tinctiveness.
136

Hunter
Hofstede (1980, 1983, 1993, 2001) proposed that it is possible to distinguish cultures based upon
five dimensions. Table 6 presents Hofstede’s cultural dimensions for the countries involved in
this investigation.
Table 6. Hofstede’s Cultural Dimensions Indexes
Cultural Dimensions
Country Individualism/
Collectivism
Power
Distance
Uncertainty
Avoidance
Masculinity/
Femininity
Long/Short Term
Orientation
New Zealand 79 22 49 58 30
Taiwan 17 58 69 45 87
United States 91 40 46 62 29
Source: Hofstede (1980)
For the most part New Zealand and the United States are similar across the cultural dimensions.
The Taiwan culture tends to be either higher or lower on all dimensions. So, it would be expected
that New Zealand and the United States would have similar cultures, while that of Taiwan would
be different.
Individualism/Collectivism. New Zealand and the United States are placed more toward the In-
dividualism end of the dimension while Taiwan is placed more toward the Collectivism end.
Thus, individuals in Taiwan will tend to form tightly knit groups with mutual dependencies and
obligations.
Power Distance. There is variability across all three countries with regards to Power Distance.
High Power Distance cultures (Taiwan) tend to accept an unequal distribution of power within
society. Low Power Distance cultures (New Zealand) tend to strive for equal power and participa-
tion. In this investigation the United States falls between the other two countries.
Uncertainty Avoidance. Taiwan scores higher on Uncertainty Avoidance which suggests that
cultures attempt to control uncertainty through strict rules and codes of behaviour. New Zealand
and the United States score closely together suggesting these cultures avoid controls and devia-
tion is more accepted.
Masculinity/Femininity. These scores for the three countries are relatively similar. New Zealand
and the United states score more towards the masculine dimension which suggests a culture
which emphasizes achievement, success, and assertiveness. Taiwan scores more toward the femi-
nine dimension suggesting an emphasis on caring, close relationships, and harmony.
Long/Short Term Orientation. Taiwan scores relatively very high with regards to a long term
orientation suggesting a focus on building relationships. New Zealand and the United States score
virtually the same more towards the short term dimension suggesting a focus on immediate re-
sults.
Thus, based upon Hofstede’s cultural dimensions, it would be expected that individuals in the
Taiwan culture, relative to the culture of New Zealand and the United States, would be more col-
lective, accept unequal power distribution, establish codes of behaviour to avoid uncertainty, and
take a long term perspective to relationships.
However, the contention here is that organizational culture has a greater effect than societal cul-
ture. Thus, the roles played by the CIOs are dependent upon the specific organization and its en-
vironment. Pearson and Chatterjee (2003) provide support suggesting that the operationalization
of these roles is carried out in a manner reflective of the specific corporate culture and contextual
137

The Chief Information Officer
nuances of specific local practices. However, while the roles may be the same, how they are per-
formed may be influenced by such environmental aspects as societal culture.
Thus, organizational culture, as a reflection of societal culture, will to a large extent influence
how a role is played. Further, the CIO role will be influenced by senior management expectations.
Thus, it is incumbent upon the CIOs to assess and manage how their peers interpret the deploy-
ment of information technology within the organization.
Conclusion
This investigation determined the importance of alignment between senior management expecta-
tions and the role played by the CIO. Indeed, it is incumbent upon both parties to clearly enunci-
ate their expectations.
With regards to culture, while some variability was determined in the overall trend data, none was
found at the more detailed level of issues. The overall trend data shows that the Taiwan CIOs,
because of their cultural emphasis on Hofstede’s (1980, 1983, 1993, 2001) dimensions of Indi-
vidualism/Collectivism and Uncertainty Avoidance, could more easily resolve management is-
sues than could the CIOs involved in this investigation from New Zealand and the United States.
However, at the detailed level of issues there was very little difference among the three groups of
research participants. This similarity could be the result of training and experience in technologies
and techniques that have originated in the western cultures. Thus, while the culture of Taiwan
differs from those of New Zealand and the United States, the roles performed by CIOs are more
influenced by the origination in western cultures of the major components of work performed by
the CIO. Grover et al. (1993) suggest that the roles played by the CIOs are dependent upon the
specific organization and its environment. Pearson and Chatterjee (2003) support this conclusion.
It was determined in this investigation that corporate culture takes precedence over societal cul-
ture. Thus, organizational culture, rather than societal culture, will to a large extent influence how
a role is played. The concept of organizational culture and the relationship with information tech-
nology has been proposed by Travica (2005, 2008). Employing the term “infoculture” (Travica,
2003) or information culture, it has been suggested that the culture of the organization is impacted
by the adoption and use of information technology. Further, the CIO role will be influenced by
senior management expectations. Thus, it is incumbent upon the CIOs to assess and manage how
their peers interpret the deployment of information technology within the organization and to at-
tempt to understand the specific organization’s infoculture.
Thus, CIOs to be successful must focus upon an industry. The experience of the CIOs involved in
this investigation suggested that they either worked or consulted in one specific industry. It be-
comes a very high risk approach for a CIO to change industries. As the CIO role takes on more of
a business emphasis it becomes more important that the specific individual brings the necessary
industry experience.
Finally, this research project represents an in-depth investigation of the role of the CIO. The re-
sults of this project contribute to a more thorough understanding of the role of the CIO and how
the role is evolving in various corporate and national contexts.
References
Andrews, P., & Carlson, T. (1997). The CIO is the CEO of the future. Proceedings of the CIO Conference,
www.cio.com/conferences/eds/sld018.htm
Andriole, S. J. (2009). Boards of directors and technology governance: The surprising state of the practice.
Communications of the Association for Information Systems, 24(1), 373-394.
Arnold, M. A. (2001). Secrets to CIO success. Credit Union Management, 24(6), 26.
138

Hunter
Bassellier, G., Gagnon, E. & Pinsonneault, A. (2008). CIO and CEO heterogeneity, IT support, and IT
competitiveness in stable and unstable environments: An empirical study. AMCIS 2008 Proceedings,
Toronto, Canada, August 14-17.
Bharadwaj, A. S. (2000). A resource-based perspective on information technology capability and firm per-
formance: An empirical investigation. MIS Quarterly, 24(1), 169-196.
Bharadwaj, A. S., Sambamurthy, V., & Zmud, R. W. (1999). IT capabilities: Theoretical perspectives and
empirical operationalization. International Conference on Information Systems, Charlotte, NC.
Blair, R. (2005). The future of CIOs. Health Management Technology, 26(2), 58-59.
Bock, G., Carpenter, K., & Davis, J. E. (1986, October 13). Management’s newest star – Meet the Chief
Information Officer. Business Week, No. 2968, 160-166.
Capella, J. (2006). The CIOs first 100 days. Optimize, 5(3), 46-51.
Cash, J. (2005). Your new market mandate: Meet the customer. CIO, 18(22), 1-3.
Dickerson, C. (2004). Get technology right. InfoWorld, 26(7), 26.
Dittmar, L., & Kobel, B. (2008). The risk intelligent CIO. Risk Management, 55(3), 42.
Dearstyne, B. W. (2006). CIOs: Information program leaders in transition, The Information Management
Journal, 40(1), 44-50.
Earl M. J., & Feeny, D. F. (1994). Is your CIO adding value? Sloan Management Review, 35(3), 11-20.
Feeny, D. F., & Willcocks, L. P. (1998a). Core IS capabilities for exploiting information technology. Sloan
Management Review, 39(3), 9-21.
Feeny, D. F., & Willcocks, L. P. (1998b). Redesigning the IS function around core capabilities. Long
Range Planning, 31(3), 354-367.
Feld, C. S., & Stoddard, D. B. (2004). Getting IT right. Harvard Business Review, February, 72-79.
Glaser, B. G., & Strauss, A. L. (1976). The discovery of grounded theory: Strategies for qualitative re-
search. New York, Aldine DeGruyter.
Grover, V., Jeong, S., Kettinger, W., & Lee, C. C. (1993). The Chief Information Officer: A study of ma-
nagerial roles. Journal of Management Information Systems, 10(2), 107-131.
Hartung, S., Reich, B. H., & Benbasat, I. (2000). Information technology alignment in the Canadian Forces.
Canadian Journal of Administrative Sciences, 17(4), 285-302.
Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. Beverley
Hills, CA: Sage Publications.
Hofstede, G. (1983). The cultural relativity of organizational practices and theories. Journal of Interna-
tional Business Studies, Fall, 75-89.
Hofstede, G. (1993). Cultural constraints in management theories. Academy of Management Executive, 7,
81-94.
Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations
across nations. Thousand Oaks, CA: Sage Publications.
Johnson, A. M., & Lederer, A. L. (2007). The impact of communication between CEOs and CIOs on their
shared views of the current and future role of IT. Information Systems Management, 24(1), 85-90.
Jones, M. C., & Arnett, K. P. (1994). Linkages between the CEO and the IS environment. Information Re-
sources Management Journal, 7(1), 20-33.
Kaarst-Brown, M. (2005). Understanding an organization’s view of the CIO: The role of assumptions about
IT. MIS Quarterly Executive, 4(2), 287-301.
139

The Chief Information Officer
Karimi, J., Bhattacherjee, A., Gupta, Y. P., & Somers, T. M. (2000). The effects of MIS steering commit-
tees on information technology management sophistication. Journal of Management Information Sys-
tems, 17(2), 207-230.
Kolbasuk, M. (2005). CIOs get respect. Insurance and Technology, 30(9), September, 18.
Korn/Ferry International. (1998). The changing role of the Chief Information Officer. London.
Law, C. C. H. & Ngai, E. W. T. (2007). IT infrastructure capabilities and business process improvements:
Association with IT governance characteristics. Information Resources Management Journal, 20(4),
25-47.
Lindstrom, A., Johnson, P., Johansson, E., Ekstedt, M., & Simonsson, M. (2006). A survey on CIO con-
cerns – Do enterprise architecture frameworks support them? Information Systems Frontiers, 8, 81-90.
Maciag, G. A. (2002, August 19). The CIO challenge: Bridging the gap between IT and CEO. National
Underwriter, 106(33), 33-34.
Marchand, D. A. (2008). The Chief Information Officer – Achieving credibility, relevance and business
impact. Perspectives for Managers, IMD, No. 164.
McCracken, G. (1988). The long interview. New York: Sage Publications.
McKeen, J. D., Smith, H., & Jin, J. (2009). Developments in practice XXXII: Successful strategies for IT
staffing. Communications of the Association for Information Systems, 24(1), 805-820.
Meagher, R. (2003). Putting ‘strategic’ into information management. The Information Management Jour-
nal, January/February, 51-57.
Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: A new sourcebook of methods (2nd
ed.). Newbury Park, CA: Sage Publications.
Newbold, D. L., & Azua, M. C. (2007). A model for CIO-led innovation. IBM Systems Journal, 46(4), 629-
637.
Nolan Norton Institute. (2001). Say goodbye to the CIO, Welcome to the business prophet. Information
Management and Computer Security, 9(2/3), 123-125.
Olson, L. A. (2000, May 8). The strategic CIO – Lessons learned, insights gained. Information Week, 785,
264.
Patten, K. P., Fjermestad, J., & Whitworth, B. (2009). How CIOs use flexibility to manage uncertainty in
dynamic business environments. AMCIS 2009 Proceedings, San Francisco, California, August 6 – 9.
Pearson, C. A. L., & Chatterjee, S. R. (2003). Managerial work roles in Asia: An empirical study on Mintz-
berg’s role formulation in four Asian countries. Journal of Management Development, 22(7/8), 694-
707.
Peppard, J. (2007). The conundrum of IT management. European Journal of Information Systems, 16, 336-
345.
Ranganathan, C., & Jha, S. (2008). Do CIOs matter? Assessing the value of CIO presence in top manage-
ment teams. ICIS 2008 Proceedings, Paris.
Reich, B. H., & Benbasat, I. (2000). Factors that influence the social dimension of alignment between busi-
ness and information technology objectives. MIS Quarterly, 24(1), March, 81-113.
Reich, B. H., & Nelson, K. M. (2003). In their own words: CIO visions about the future of in-house IT or-
ganizations. ACM SIGMIS Database, 34(4), 28-44.
Ronen, S. (1986). Comparative and multinational management. New York: John Wiley.
Scholes, R. (1981). Language, narrative, and anti-narrative. In W. Mitchell (Ed.), On narrativity (pp. 200-
208). Chicago: University of Chicago Press.
140

Hunter
Scott, J. E. (2007). Mobility, business process management, software sourcing, and maturity model trends:
Propositions for the IS organization of the future. Information Systems Management, 24(2), 139-145.
Seddon, P. B., Graeser, V., & Willcocks, L. P. (2002). Measuring organizational IS effectiveness: An over-
view and update of senior management perspectives. The Database for Advances in Information Sys-
tems, 33(2), 11-28.
Stephens, C. S., Ledbetter, W. N., Mitra, A., & Foord, F. N. (1992). Executive or functional manager? The
nature of the CIO’s job. MIS Quarterly, 16(4), 440-467.
Stephens, C. S., & Loughman, T. (1994). The CIO’s chief concern: communication. Information and Man-
agement, 27(2), 129-137.
Stewart, V., & Stewart, A. (1981). Business applications of repertory grid, London: McGraw-Hill.
Swap, W., Schields, M., & Abrams, L. (2001). Using mentoring and storytelling to transfer knowledge in
the workplace. Journal of Management Information Systems, 18(1), 95-114.
Thompson, C. J. (1997). Interpreting consumers: A hermeneutical framework for deriving marketing in-
sights from the texts of consumers’ consumption stories. Journal of Marketing Research,
34(November), 438-455.
Todd, P. A., Mckeen, J. D., & Gallupe, R. B. (1995). The evolution of IS job skills: A content analysis of
IS job advertisements from 1970 to 1990. MIS Quarterly, 19(1), 1-27.
Travica, B. (2003). Information view of organization: Contextualizing technology – technologizing context,
American Conference on Information Systems, Tampa, FL.
Travica, B. (2005). Information politics and information culture: A case study. Informing Science Journal
the International Journal of an Emerging Transdiscipline, 8, 211-244. Retrieved from
http://www.inform.nu/Articles/Vol8/v8p211-244Travica.pdf
Travica, B. (2008). Influence of information culture on adoption of self-service system. Journal of Informa-
tion, Information Technology, and Organization, 3, 1-15. Retrieved from
http://jiito.org/articles/JIITOv3p001-015Travica470.pdf
Tulving, E. (1972). Episodic and semantic memory. In E. Tulving & W. Donaldson (Eds.), Organization of
memory (pp. 381-404). New York: Academic Press.
Van der Heijden, H. (2001). Measuring IT core capabilities for electronic commerce. Journal of Informa-
tion Technology, 16, 13-22.
Webber, R. H. (1969). Convergence and divergence. Columbia Journal of World Business, 4(3), 75-83.
Weiss, J. W., & Anderson, D. (2004). CIOs and IT professionals as change agents, risk and stakeholder
managers: A field study. Engineering and Management Journal, 16(2), 13-18.
Weiss, J. W., Thorogood, A., & Clark, K. D. (2006). Three IT-business alignment profiles: Technical re-
source, business enabler, and strategic weapon. Communications of the Association for Information
Systems, 18(1), 676-691.
Yang, K. S. (1986). Will societal modernization eventually eliminate cross-cultural psychological differ-
ences? In M. H. Bond (Ed.), The cross-cultural challenge to social psychology. Newbury Park, CA:
Sage.
Yayla, A. A., & Hu, Q. (2009). The impact of IT-business strategic alignment on firm performance: The
role of environmental uncertainty and business strategy. AMCIS 2009 Proceedings, San Francisco,
California, August 6-9.
141

The Chief Information Officer
APPENDIX
INTERVIEW PROTOCOL
PART A
1. Personal History
a. Where were you born?
b. Where did you grow up?
c. Are you married?
d. Any children?
e. Please relate a personal interest story.
2. Family History
a. Parents
b. Siblings
c. Where you lived
3. Education
a. Where and when did you go to elementary school, high school and university?
4. Previous Work Experience
a. What companies have you worked for?
b. What positions have you held at these companies?
c. What were the highlights as far as tasks performed and major accomplishments?
PART B
5. Current Position
a. Company background
i. What is the industry?
ii. When was the company formed?
iii. What is the company’s industry relationship (market share)?
iv. What is the company Mission?
v. Are there any unique aspects to the company that you find interesting?
vi. What is the URL for your website?
b. Why did you accept your current position?
c. What issues initially required your attention?
i. Describe the issue.
ii. Discuss what you did.
iii. Discuss the final result.
iv. Repeat the above for another issue.
d. What issues are you currently addressing?
i. Describe the issue
ii. Discuss the status and anticipated outcome.
iii. Repeat the above for another issue.
e. What issues do you foresee addressing or requiring your attention in the future?
i. Describe.
ii. How do you plan to address the issue?
iii. What is the anticipated outcome?
iv. Repeat the above for another issue.
142

Hunter
143
he
se of IS by small business.
PART C
6. Pick a week and tell me what you did
a. Describe the task
b. Indicate the number of hours you spend doing the task
c. Was there something that you did not do that week that you normally would?
7. Dealing with Users.
a. How do you determine what your users want/require?
b. How do you know that you have responded to what your users want/require?
c. How do you know that you have delivered what your users want/require?
8. How do you decide on investments in:
a. Hardware?
b. Software?
c. People?
d. Tools?
e. Techniques and methods?
9. General comments about CIOs and their management experiences.
Biography
Dr. M. Gordon Hunter is a Professor Information Systems in the
Faculty of Management, University of Lethbridge, Alberta, Canada.
He has also been appointed Visiting Professor, London South Bank
University. He has held visiting positions at universities in Australia,
England, Germany, Monaco, New Zealand, Poland, Turkey, and USA.
In 2009 Gordon was a Fellow at the University of Applied Sciences,
Munich, Germany. During 2005 Gordon was an Erskine Fellow at t
University of Canterbury, Christchurch, New Zealand. Gordon’s re-
search approach takes a qualitative perspective employing Personal
Construct Theory and Narrative Inquiry to conduct in depth interviews.
He applies qualitative techniques in interdisciplinary research such as
Multi-Generation Small Business, Community-Based Organizations,
and cross-cultural investigations. His current research interests in the
information systems (IS) area include the effective management of IS with emphasis on the per-
sonnel component; the role of Chief Information Officers; and the u