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.

Title from PDF of title page. / Document formatted into pages; contains 155 pages. / Thesis (M.A.)--University of South Florida, 2003. / Includes bibliographical references. / Text (Electronic thesis) in PDF format. / ABSTRACT: At a glance, journalists and public relations practitioners appear to have a dysfunctional relationship, despite having many professional similarities. Both groups use comparable skill sets in their jobs, including writing, information gathering, and making decisions based on news values. Both groups often work with each other in their professional positions; journalists look to public relations practitioners for sources and news tips, while public relations practitioners look to journalists to help send organizational messages to publics. To better understand the issues of trust in this unique working relationship, ten journalists and ten government public information officers from the Tampa Bay, Florida area were interviewed about their perceptions of the integrity, dependability, and competence of their professional counterparts. Using a coorientational lens, themes derived from the comments of both groups were compared for accuracy and agreement. / ABSTRACT: The results indicated that both journalists and public relations practitioners were slow to generalize positive or negative experiences to other individuals or organizations, and that they mostly understood the professional ethics and motivation of the other occupation. However, once an established trust was broken in a relationship, participants universally described that it could not be regained. By comparing themes between the two groups, the data indicated that there were more issues of true consensus than any other situation. Both journalists and government communicators indicated a mutual respect for their professional counterparts and a shared appreciation for the principle of open government, though the data suggested that the two sides were unaware of this agreement. This exploratory qualitative analysis uncovered several interesting trust-related issues in this unique working relationship, many of which are worthy of additional research and exploration. / System requirements: World Wide Web browser and PDF reader. / Mode of access: World Wide Web.

[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.

Rollen som CIO är komplicerad och i ständig förändring. Rollinnehavaren ska förändra och förbättra organisationen samtidigt som CIO-rollen skapades utifrån ett behov av att erhålla en överblick och kunskap om vilka effekter beslut får. I dagsläget ligger mycket fokus på att CIO-rollen ska bidra med ökat värde till organisationen. Det finns dock ingen tydlig definition av vad CIO-rollen närmare innebär, grundat i specifik organisation kan rollens syfte variera. Avsaknad av en generell definition och konsensus av vad CIO-rollen innebär leder till att det är problematiskt att utvärdera rollen och hur väl den fungerar inom en organisation. Med denna studie ämnar vi påbörja arbetet med att tydliggöra CIO-rollen genom att identifiera kunskapsområden som är knutna till rollen. Dessa identifieras teoretiskt och studeras sedan empiriskt för att sättas i ett verklighetsperspektiv. Vi identifierar även utmaningar, saker att vidare studera som avser att underlätta det praktiska arbetet alternativt områden som kan bidra till att rollen blir tydligare. Vår kvalitativa fallstudie kring CIO-rollen består empiriskt av tre intervjuer. I vår analys studerar vi respektive kunskapsområden, det genom att studera den teoretiska CIO:n gentemot insamlad empirisk data. Vårt resultat är sex teoretiska kunskapsområden kopplade till CIO-rollen. Av de sex teoretiska kunskapsområdena har vi valt exkludera ett kunskapsområde. Det då vi empiriskt har identifierat att kunskapsområdet konkurrensfördelskunnande inte är relevant, då i huvudsak baserat på att våra intervjuobjekt verkar inom offentlig sektor. Vi kan utifrån vår analys dra slutsatsen att kunskapsområdet konkurrensfördelskunnande inte är ett viktigt område för CIO:er inom offentlig sektor. De områden som bekräftas relevanta är; ledarskapskunnande, verksamhetskunnande, strategiskt kunnande, kommunikativt kunnande samt IT-kunnande. Utmaningar vi har identifierat som är i behov av vidare studier är exempelvis vilka effekter ger en uppdelning av CIO-rollen samt hur påverkar uttalade förväntningar CIO-rollen. De utmaningar vi identifierat i studien anser vi behöver studeras mer för att bidra till att tydliggöra rollen. / The CIO role is complicated and constantly changing. The role holder must transform and improve the organization whilst the CIO-role was created out of a need to obtain an overview and understanding of the effects decisions gets. The CIO-role is today very focused on how the role will provide increased value to the organization. However, there is no clear definition of what the CIO-role is designed to aim for resulting in variance between the goal with and reason behind CIO:s in today’s organizations. The lack of a general definition and a consensus of what the CIO-role mean leads to a problematic task to evaluate the role and how well it functions within an organization. This study intends to begin the work on clarifying the CIO-role, this by identifying knowledge areas related to the role. These are identified theoretically and then studied empirically to be viewed in a reality perspective. We do also identify challenges, which is areas that need further research, designed to facilitate the practical work or alternately areas that can contribute to the role becoming more clear. Our qualitative case study about the CIO-role consists of three empirical interviews. We study respective knowledge areas in our analysis, this by studying the theoretical CIO against the collected empirical data. Our result is six theoretical knowledge areas related to the CIO-role. Of the six theoretical knowledge areas, we have chosen to exclude one. This when we empirically identified that the knowledge area competitive advantages is irrelevant, mainly based on that our respondents is working in the public sector. We can based on our analysis conclude that the knowledge area competitive advantages is not a key area for CIO:s in the public sector. The areas that we confirm as relevant are: leadership knowledge, business knowledge, strategic knowledge, communicative knowledge and IT knowledge. Challenges we have identified as in need of further research includes for example, the effects of giving a breakdown of the CIO-role and the impact of articulated expectations on the CIO-role. The challenges we have identified in the study are in need of further research in order to help clarify the role.

Although empirical research has shown that a clearly defined information system (IS) strategy has a positive impact to a firm’s performance and a poorly defined IS strategy has a negative impact to a firms’ performance, firms still develop poorly defined IS strategies. Further compounding the problem, research has revealed that 87% of the business executives believe information systems are a critical enabler to their firms' strategic realization, yet only 33% of business executives involve the Chief Information Officer (CIO) in their firm’s business strategy development. The main goal of this research study is to empirically identify factors which impact development of an IS strategy. This research analyzed the relationship of factors which included organizational mindfulness, CIO and senior management team relationship, and CIO capability to the firm’s level of IS strategy definition. A total of 80 senior leaders completed a web-based survey instrument containing previously validated and refined questions. The questions were answered using a five-point Likert scale. The survey results were analyzed using statistical methods including Pearson’s Correlation, Cronbach’s alpha and linear regression. The statistical results revealed that the factors accounted for 50% of the variance in the level of information system strategy definition. Further, this research study identified five variables which include CIO knowledge of the business, communication ability, informal interaction, trust, and top management support that potentially predict the levels of IS strategy definition. Six variables which include openness, extraversion, political savvy, Top Management Team (TMT) knowledge of IS, formal interaction and reluctance to simplify interpretations were not identified as potential predictors of levels of IS strategy definition. This research study discusses the methodology; data collection and analysis; results of the three research questions and overarching question; and the conclusions, implications, and recommendations. Several future studies are required to provide additional qualitative and quantities findings to better understand the results of this study.

The Constitution of the Republic of South Africa, 1996 (Act 108 of 1996) stipulates that every person has the right of access to information held by government. To give effect to this right, legislation in the form of the Promotion of Access to Information Act, 2000 (Act 2 of 2000) was promulgated. This study explores the access to information regime that was established by die aforementioned legislation with specific reference to similar regimes in the United States of America, Australia, New Zealand and Canada. Attention is also devoted to the prerequisites and potential obstacles associated with the implementation of the Promotion of Access to Information Act, 2000. Based on the practices in other states, the conclusion was reached that the nature of information that may be requested in the South African context should be expanded, that cabinet records should only be excluded to the extent that disclosure thereof would be harmful, that frequently requested records should be made automatically available and that decision-making guidelines of government institutions should be published. As far as procedural requirements are concerned, it is proposed that information officers should acknowledge receipt of requests and that, where necessary, records should be translated to ensure that they are useful to a requester. It is further proposed that the wording of the ground of refusal regarding policy formulation and decision-making in government institutions be amended to take account of the consequences of disclosure. It is imperative that appeal and review mechanisms be accessible to members of the public and it is therefore proposed that an information commissioner be instituted to settle disputes in information related matters. Lastly it is proposed that sanctions be imposed against officials who deliberately undermine the public's right of access to information and that separate units be established in government institutions to deal exclusively with requests for access to information. / Public Administration / D. Litt. et Phil. (Public Administration)

The Constitution of the Republic of South Africa, 1996 (Act 108 of 1996) stipulates that every person has the right of access to information held by government. To give effect to this right, legislation in the form of the Promotion of Access to Information Act, 2000 (Act 2 of 2000) was promulgated. This study explores the access to information regime that was established by die aforementioned legislation with specific reference to similar regimes in the United States of America, Australia, New Zealand and Canada. Attention is also devoted to the prerequisites and potential obstacles associated with the implementation of the Promotion of Access to Information Act, 2000. Based on the practices in other states, the conclusion was reached that the nature of information that may be requested in the South African context should be expanded, that cabinet records should only be excluded to the extent that disclosure thereof would be harmful, that frequently requested records should be made automatically available and that decision-making guidelines of government institutions should be published. As far as procedural requirements are concerned, it is proposed that information officers should acknowledge receipt of requests and that, where necessary, records should be translated to ensure that they are useful to a requester. It is further proposed that the wording of the ground of refusal regarding policy formulation and decision-making in government institutions be amended to take account of the consequences of disclosure. It is imperative that appeal and review mechanisms be accessible to members of the public and it is therefore proposed that an information commissioner be instituted to settle disputes in information related matters. Lastly it is proposed that sanctions be imposed against officials who deliberately undermine the public's right of access to information and that separate units be established in government institutions to deal exclusively with requests for access to information. / Public Administration and Management / D. Litt. et Phil. (Public Administration)

<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>