Thesis (Ph. D.)--University of Oregon, 2002. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 188-195). Also available for download via the World Wide Web; free to University of Oregon users.

Thesis advisor: Ana M. Martínez-Alemán / The dearth of women in executive positions within the field of information technology (IT) has been studied extensively in the corporate sector. That is not the case within higher education, despite the data collected showing that women attain the top executive role - that of the Chief Information Officer (CIO) - at much better rates than their corporate counterparts. Given this discrepancy, as well as the importance of technology in today's society, research was needed into the structural factors contributing to women's executive attainment in higher education IT organizations. Using a sequential explanatory mixed methods design, this dissertation study compared women and men higher education CIOs along a variety of individual and organizational characteristics, and examined elements related to women's ability to attain the CIO role. The study combined quantitative descriptive data on higher education CIOs, gathered via a web-based questionnaire and analyzed for significant differences between women and men in the population, with women CIOs' qualitative explanations of the quantitative findings via semi-structured interviews. 188 women and men (38 women and 150 men) participated in the questionnaire, and nine women who filled it out participated in the semi-structured interviews. All participants were higher education CIOs working at EDUCAUSE member institutions. Integrated findings from this study suggest that though few demographic differences exist between women and men in the population, higher education IT culture is based upon masculine norms, and as such, perpetuates biases against women leaders in the profession. Despite cultural norms that potentially dissuade women from working in the field, a number of environmental characteristics emerged associated with women's ability to secure the CIO position. These included stimulating work that is connected to the mission of higher education; flexible work options available at different points in IT employees' careers; the presence of women executives in academic institutions; and a nationally based professional development community focused on mentoring future generations of CIOs. / Thesis (PhD) — Boston College, 2013. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Thesis (Ed.D.)--Georgia Southern University, 2007. / "A dissertation submitted to the Graduate Faculty of Georgia Southern University in partial fulfillment of the requirements for the degree Doctor of Education." Education Administration, under the direction of Barbara Mallory. ETD. Electronic version approved: December 2007. Includes bibliographical references (p. 144-152) and appendices.

Thesis (Ph.D.)--Bowling Green State University, 2006. / Document formatted into pages; contains xi, 160 p. Includes bibliographical references.

Research paper (M.I.M.)--Victoria University of Wellington, 2009. / Includes bibliographical references.

Thesis (MTech. degree in Business Information Systems)--Tshwane University of Technology, 2010. / Information and Communications Technology has been accepted globally as an enabler of public and private sector businesses. This study argues that the correct positioning of a chief information officer (CIO) is vital to achieving effective service delivery. On the contrary, empirical evidence shows that CIOs in the South African public sector tend not to have the necessary influence to use ICTs strategically to change the plight of the millions of poor South Africans, through service delivery. Using Structuration Theory as a lens, the contribution of this study is towards improving the rigor with which we understand chief information officers and their place in the improvement of South African public service delivery.

Background and context: Given the constant evolving developments in information technology (IT) in healthcare in Canada and Ontario, and the relatively nonexistent body of literature on IT management issues from the perspectives of top IT managers (i.e. Chief Information Officers, IT directors, IT top managers) in hospitals, a follow up study of IT management issues to the study done by Jaana et al. is conducted. Purpose: To develop an authoritative list of IT management issues in Ontario hospitals and compare the results to the earlier study and the literature. Methods: Using the Ranking Type Delphi technique, the responses from IT top managers in three main panels of Ontario hospitals were solicited through a controlled iterative feedback process. The hospitals were divided into the academic panel (n = 6), community panel (n = 12), and the rural panel (n = 8) for a total of 26 out of 33 participants who completed the study. Results: 26 issues were raised and a total of 24 issues were ranked in the study. Among the 14 common issues between the three panels, the top five issues were limited funding, keeping infrastructure current, external security threats, increasing cost, and managing demands for IT projects. Comparing with the study by Jaana et al. (2011), a total of 7 new issues emerged which are concerned with technology, regulatory challenges, and human issues. A total of 10 issues were dropped from the earlier study spanning areas of strategic, technological, organizational, and human issues. The participants in the study did not significantly differ individually based on their background characteristics, where the only significant difference observed between the hospital panels was due to hospital characteristics. During the brainstorming phase a total of 195 issues were provided which were consolidated by two researchers to form a list of 26 IT management issues, with an inter coder reliability of 88%. The issues with a 4.5 out of 7 rating and higher on a Likert scale were retained to narrow down the list. This resulted in 19 issues for the rural and community panels, and 21 issues for the academic panel, with 14 of the 26 issues being common to all three panels. The ranking phase was conducted with two rounds of ranking due to the low consensus levels during the first round. The consensus level after two rounds was; W academic = 0.235, W community = 0.254, and W rural = 0.381. Contributions: This study presents a significant contribution to the management of medical informatics field by providing an approach to categorize IT management issues to observe trends overtime as well as present the application of a seminal framework to explain the changes in these issues as organizations change and grow overtime. At the management and practical levels, the list of prioritized issues provides an evidence base for top IT managers to make IT related decisions at the organizational level. The list also acts as a second benchmarking tool to evaluate hospital performance overtime with the various issues. At the policy development level, provincial governments can use the list to devise comprehensive IT management strategies to address the various regulatory issues reported. Future research can focus on exploring the resonating behind the rankings provided and replicating this study over time and across various geographies so that a large survey can be developed to follow the evolutions of IT management issues in healthcare over time.

Master of Technology: Information Technology in the Faculty of Informatics and Design at the Cape Peninsula University of Technology 2014 / Higher education institutions are considered mission central due to the amount of information processing. Consequently the demand for information provision had dramatically increased in modern times. Universities and other large organisations are immensely challenged to produce accurate information hence it is information centric environments with lots of dependencies. This particular study followed a qualitative approach which includes interviews to collect the data which will assist the researcher to understand the problems of information retrieving from the IS and the strategic role of the CIO in higher education. Thematic networks were used to analyse the data and a list of themes were identified.

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<p dir="ltr">Historically, CIOs have struggled to realize IT investment values and planning involved. In the IT industry, these issues have become a critical C-level topic (Haffke, 2016). Since the establishment of the position of the State Chief Information Officer (CIO), CIO roles have expanded and evolved tremendously as new modern technologies became a part of organization’s information technology (IT) enterprise infrastructure. Multiple State CIOs struggled with modern IT technologies, but successfully completed projects to meet customer business needs and requirements and furthermore, IT investments involved an arduous effort to prepare, execute, complete, and assess for return on investment (ROI) and value realization (NASCIO, 2021). During the COVID-19 pandemic, implementation of remote collaboration technology allowed the workforce to perform at remote locations to prevent spread of the virus. Academic research on the topic of State CIO’s involvement in IT strategic planning is limited and yields scarce search results compared to other subject areas. State CIOs’ involvement in IT strategic planning was further researched for enabling remote collaboration for the new remote workforce. Scholarly databases and more than 100 various sources of articles were reviewed for search results that addressed the problem and purpose of this research.<b> </b>Grounded theory research, data triangulation, and Computer-Assisted Qualitative Data Analysis software (CAQDAS) were used to analyze the resulting articles. The research deliverables included a document analysis of State CIO involvement in IT strategic planning to enable remote collaboration. There were significant involvements of State CIOs in IT strategic planning to enable remote collaboration during the COVID-19 pandemic across the analyses. This study developed a course of actions (COAs) for State CIOs, and recommendations for future research.</p>