The technology landscape has changed dramatically over the past three decades. Organisations encounter extreme difficulty in managing their core capabilities which are enabled by technology. In light of this, organisations require strategic individuals who can continually carry the organisation to the new s-curve which will afford them the competitive advantage. The purpose of this study is to assist the Chief Technology Officer (CTO) and the c-level suite executives to effectively and appropriately position the CTO in an orgainsation. This will prevent Chief Information Officer (CIO) / CTO distortion and ensure that the CTO is being evaluated fairly. The findings of academics, as is evident in the literature review, underscore the essence of my finding that the position of the CTO in an organisation is not fully understood. The researcher has revised the current CTO models to develop the new ‘CTO TIE model’. This research highlights the viewpoint that the positioning of the CTO role will be influenced by two key variables; whether the CTO reports to the CIO or CEO? and whether the company is internally or externally technology focused? Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Thesis (M.Com. (Information Systems))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Economic and Business Sciences, 2015 / Information technology (IT) governance, which embodies how organisations arrange and manage their IT assets, continues to be of interest to those involved in the research and practice of information systems (IS). Most of the interest is because of the positive relationship between IT governance and organisational performance. Organisations are increasing their IT expenditure, which results in increased expectations by stakeholders. Public sector organisations have also gradually recognised the importance of IT governance to successful implementation of mandates, but the research conducted globally to understand how IT governance is actually implemented in the public sector has been limited. A case study of ENTDEV (a public sector agency) was used to explore how IT governance implementation takes in a public sector organisation. The case study sought to understand how institutional influences (e.g. regulative, normative and cultural-cognitive) play a role in IT governance adoption and the selection of IT governance mechanisms, how IT governance implementation actually takes place and what IT outcomes are achieved as a result of the implementation - using institutional theory, IT governance mechanisms framework, and the IT outcomes framework, as lenses. The case study identified regulatory influences as playing a role in IT governance adoption, and also uncovered the role of the Chief Information Officer (CIO) as important. Normative and culture cognitive influences were seen as not playing a role at the IT governance adoption stage. Regulatory and normative influences and the CIO have an influence in the implementation of IT governance mechanisms. The skills and capacity of people involved in implementing IT governance mechanisms, together with the positioning and organisation’s perception of IT are some of the issues that impact on IT governance implementation. The study recognised cost effective use of IT and improved compliance as the immediate IT outcomes as a result of IT governance implementation. Strategy enablement outcomes are recognised over time. Informed by the empirical evidence and literature, a framework for IT governance implementation in public sector organisations is conceptualised as a contribution to theory. It is envisaged that the framework may be used by public sector institutions to improve their understanding of IT governance and subsequently improve how they implement IT governance.

This dissertation develops a method for evaluating whether federal agencies have complied with the intent of the Clinger-Cohen Act (CCA) of 1996 as they established Chief Information Officer (CIO) positions. The research is important because the CIO position, as envisioned by the CCA, oversees a growing information technology infrastructure that is increasingly becoming the primary vehicle for inter/intra-government communication and for delivering services to the public. Yet despite this importance, CIO-related aspects of the CCA have not received in-depth evaluation in policy science or public administration literature. The CCA specified many roles for the CIO position but provided few criteria for evaluating how agencies complied with the provisions that required the establishment of a CIO position. Therefore, a seven-step policy analysis process was used to develop a federal agency CIO position evaluation method that would fill this gap. This analytic research included describing the CCA's legislative context, modeling the federal CIO position, determining the intent of the CCA relative to CIO establishment, and devising a method to evaluate this activity. This research approach was grounded in organizational theory related to institutional structure. A validated "Federal CIO Position Evaluation Method" (FCPEM) is the result of the research. FCPEM, which contains thirteen evaluation criteria, was tested and validated through key actor interviews at four federal agencies and focused on CIO position establishment activity between 1996 and 2000. Additional research is required to replicate this finding in other agencies and to further validate the use of FCPEM in conducting this type of public policy inquiry. / Ph. D.

Trotz der Relevanz und des Reifegrads des Forschungsbereichs Chief Information Officer (CIO) gibt es nur wenige Studien, die den aktuellen Wissensstand objektiv und umfänglich zusammenfassen. Die vorliegende Arbeit schließt diese Forschungslücke und präsentiert eine umfassende Literaturübersicht über das CIO-Forschungsfeld unter Verwendung der Hauptpfadanalyse. Anhand einer quantitativen und qualitativen Analyse von 438 Forschungsbeiträgen werden die zentralen Arbeiten in der CIO-Forschung und verschiedene Forschungsrichtungen identifiziert. Es zeigt sich, dass sowohl etablierte Forschungsrichtungen, wie z. B. ‚Entwicklung der CIO-Rolle‘ und ‚Hierarchische Position und Beziehungen des CIOs‘, als auch neu entstehende Forschungsrichtungen, wie z. B. ‚CIO als Business Enabler‘, wachsende Aufmerksamkeit auf sich ziehen. Auf der Grundlage der Ergebnisse werden vielversprechende weitere Wege auf dem Gebiet der CIO-Forschung aufgezeigt, z. B. solche, die den Einfluss neuerer Technologien untersuchen. / Despite the relevance and maturity of research related to the Chief Information Officer (CIO) role, there are few studies that objectively and comprehensively summarize the current state of the art. This paper fills this research gap and presents a comprehensive literature review of the CIO research field using main path analysis. Based on a quantitative and qualitative analysis of 438 research articles, the central contributions in CIO research and different research directions are identified. Our results show that both established research directions, such as ‘CIO Role Development’ and ‘CIO Hierarchical Position and Relationships’, and emerging research directions, such as ‘CIO as Business Enabler’, are attracting growing attention. Based on the results, we derive promising further directions in the field of CIO research, e.g., such as those investigating the impact of new technologies.

<p>Within the electric power industry, the average company's enterprise system - i.e. the overall system of IT related entities - is today highly complex. Technically, large organizations posses hundreds or thousands of extensively interconnected and heterogeneous single IT systems performing tasks that varies from enterprise resource planning to real-time control and monitoring of industrial processes. Moreover are these systems storing a wide variety of sometimes redundant data, and typically they are deployed on several different platforms. IT does, however, not execute in splendid isolation. Organizationally, the enterprise system embraces business processes and business units using as well as maintaining and acquiring the IT systems. The interplay between the organization and the IT systems are further determined by for instance business goals, ownership and governance structures, strategies, individual system users, documentation, and cost. </p><p>Lately, Enterprise Architecture (EA) has evolved with the mission to take a holistic approach to managing the above depicted enterprise system. The discipline's presumption is that architectural models are the key to succeed in understanding and administrating enterprise systems. Compared to many other engineering disciplines, EA is quite immature in many respects. This thesis identifies and elaborates on some important aspects that to date have been overlooked to a large extent. Firstly, the lack of explicit purpose for architectural models is identified. The thesis argues that the concerns of a company's Chief Information Officer (CIO) should guide the rationale behind the development of EA models. In particular, distribution of IT related information and knowledge throughout the organization is emphasized as an important concern uncared for. Secondly, the lack of architectural theory is recognized. The thesis provides examples of how theory, or analysis procedures, could be incorporated into the Enterprise Architecture approach and hereby concretely drive the development of the architectural models. Due to the nature of enterprise systems, EA theories inevitable will be of an indicative character. Finally, in relation to the models as such, three aspects are highlighted. Firstly, the cost of collecting information from the organization to populate models is routinely neglected by the EA community. This expense should be evaluated in relation to the utility of analyses that the information can provide in terms of better informed decision making by the CIO. Secondly, models (and meta-models) must be kept consistent. And thirdly, the design of models is restricted by the limited mental capabilities of the minds of the model users. CIO concerns must consequently be easy to extract from the Enterprise Architecture models. </p><p><b>Key words:</b> Enterprise Architecture, Enterprise System, Chief Information Officer (CIO), Information Technology (IT) Management, Architectural Theory, Electric Power Industry</p>

Within the electric power industry, the average company's enterprise system - i.e. the overall system of IT related entities - is today highly complex. Technically, large organizations posses hundreds or thousands of extensively interconnected and heterogeneous single IT systems performing tasks that varies from enterprise resource planning to real-time control and monitoring of industrial processes. Moreover are these systems storing a wide variety of sometimes redundant data, and typically they are deployed on several different platforms. IT does, however, not execute in splendid isolation. Organizationally, the enterprise system embraces business processes and business units using as well as maintaining and acquiring the IT systems. The interplay between the organization and the IT systems are further determined by for instance business goals, ownership and governance structures, strategies, individual system users, documentation, and cost. Lately, Enterprise Architecture (EA) has evolved with the mission to take a holistic approach to managing the above depicted enterprise system. The discipline's presumption is that architectural models are the key to succeed in understanding and administrating enterprise systems. Compared to many other engineering disciplines, EA is quite immature in many respects. This thesis identifies and elaborates on some important aspects that to date have been overlooked to a large extent. Firstly, the lack of explicit purpose for architectural models is identified. The thesis argues that the concerns of a company's Chief Information Officer (CIO) should guide the rationale behind the development of EA models. In particular, distribution of IT related information and knowledge throughout the organization is emphasized as an important concern uncared for. Secondly, the lack of architectural theory is recognized. The thesis provides examples of how theory, or analysis procedures, could be incorporated into the Enterprise Architecture approach and hereby concretely drive the development of the architectural models. Due to the nature of enterprise systems, EA theories inevitable will be of an indicative character. Finally, in relation to the models as such, three aspects are highlighted. Firstly, the cost of collecting information from the organization to populate models is routinely neglected by the EA community. This expense should be evaluated in relation to the utility of analyses that the information can provide in terms of better informed decision making by the CIO. Secondly, models (and meta-models) must be kept consistent. And thirdly, the design of models is restricted by the limited mental capabilities of the minds of the model users. CIO concerns must consequently be easy to extract from the Enterprise Architecture models. Key words: Enterprise Architecture, Enterprise System, Chief Information Officer (CIO), Information Technology (IT) Management, Architectural Theory, Electric Power Industry

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ABSTRACT The role of a Chief Information Officer (CIO) or a Chief Technology Officer (CTO) within higher education is essential, though not well defined or understood. At all levels of the institution a CIO/CTO impacts the information technology (IT) systems required for the security and the ability of the college or university to operate and to support student success. Institutions of higher education are dependent on the IT department for college-issued computers, for software services, for library functioning, and for driving innovation to keep the college competitive for enrollment and student success. Although the CIO role is essential to a higher education institution’s functioning, scholars report CIOs may not have access to the level of decision making that may be in the best interests of the college. Prior studies indicate a disconnect between the strategic (proactive) role and the tactical (reactive) role of IT personnel within higher education organizations and note that the disconnect hinders the ability of the organization to perform at a high level and serve its purpose. The purpose of this mixed method descriptive case study was to explore the positioning and roles of community college CIOs/CTOs within individual colleges’ strategic planning process and across the college system in a southern state. The study used a modified version of the Strategic Thinking Questionnaire (STQ) and interviews with all CIOs in the southern state’s community college system. The STQ results indicate the CIOs are positioned to achieve organizational effectiveness and what is best for their individual college through IT services and support. The interviews confirmed that CIOs were positioned well for strategic planning at the institutions to achieve what is best for the college through IT services and support.

As organizations are getting more dependent on the use of technologies, it is essential to identify the shape of organization’s digital leaders in order to adapt rapidly into the opportunities of digital transformation and remain competitive. However, there might be gap for leaders in managing this digital trend. This creates a research opportunity to learn about the requirements of leaders in creating new leadership at this digital age. Extant literatures have provided the drivers or determinants of digital transformation, which are customer knowledge, leadership style and contextual factors of organizations. The CIOs, CDOs, and CMOs are the essential candidates in leading digital of an organization. In this paper, the roles and responsibilities of CIO, CDO, and CMO would be examined and the gap occurred between existing capabilities of leaders and new digital leadership will be analyzed.

[pt] Este trabalho pretende aprofundar o entendimento do papel da liderança da área de Tecnologia de Informação (TI) na construção do alinhamento com o Negócio, uma vez que esse alinhamento é considerado um dos principais caminhos para que TI assuma um papel mais estratégico nas empresas e possa ser vista como fonte de vantagem competitiva. Para tal, foi realizada uma pesquisa qualitativa, baseada em entrevistas com 12 duplas de executivos, sendo um de TI e um par da Área de Negócios, de grandes empresas que atuam no Brasil em setores variados. Com base nas percepções e vivências desses executivos, o trabalho apresenta os papéis da liderança de TI para a promoção do alinhamento TI-Negócio, as estratégias utilizadas nesse processo e os fatores que, na visão desses executivos, influenciam no desempenho desses papéis pelos líderes de TI. / [en] This work aims to deepen the understanding of the role of the leaders of the Information Technology (IT) Department in the construction of Business-IT alignment, since this alignment is considered to be one of the most effective ways for IT to take a more strategic role in the company, becoming acknowledged as source of competitive advantage. For that, a qualitative research was conducted, based on interviews with 12 pears of executives, one from IT and the other from a Business Department, of large companies operating in different segments in Brazil. Based on the perceptions and experiences of the these executives, the paper presents the roles of IT leadership in order to promote Business-IT alignment, strategies used in this process and factors that, in the opinion of these executives, influence the performance of these roles by IT leaders.