Relevant bibliographies by topics / Chief information officers Australia

Academic literature on the topic 'Chief information officers Australia'

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Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Chief information officers Australia"

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Garg, Mukesh. "Value relevance of voluntary internal control certification: An information asymmetry perspective." Australian Journal of Management 42, no. 4 (August 19, 2017): 527–59. http://dx.doi.org/10.1177/0312896217691079.

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Internal control certification reduces information uncertainty on the quality of controls and therefore is expected to affect the pricing of equity securities. This study investigates whether chief executive officers’ (CEOs) and chief financial officers’ (CFOs) voluntary certification of internal controls over financial reporting (ICFR) is value relevant. Using a sample of firms from a unique Australian ICFR reporting environment, the study finds that voluntary ICFR certification is positively associated with share price. Moreover, the financial information of ICFR certification firms is significantly associated with the share price if they have higher price volatility, bid-ask spread and analysts’ forecast dispersion, suggesting ICFR certification has an incremental effect on the value relevance of financial information for firms operating within a weak information environment. Results from the returns model, the change model and differences in the R2 support that ICFR certification is useful to investors. The study informs on the value relevance of ICFR reporting outside the United States.
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Burch, Hayden, and Forbes McGain. "Victorian public healthcare Chief Executive Officers' views on renewable energy supply." Australian Health Review 45, no. 1 (2021): 7. http://dx.doi.org/10.1071/ah20248.

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ObjectiveIdentify the views of healthcare leaders towards public healthcare’s carbon footprint; the importance or not of healthcare energy supply and sources and; the perceived key barriers for Victorian health care to show leadership on renewable energy sources and supply. MethodsSelf-administered questionnaire (10 Likert scale, two open-ended questions) among 24 Victorian Health Chief Executive Officers (CEOs). Responses were anonymous. Descriptive analysis was conducted. ResultsOverall, 13/24 (54%) of CEOs responded. A majority (11/13) agreed that climate change is causing real and accelerating harm to health and the environment, with impacts on patients, staff and services a current issue. One hundred percent (13/13) saw leadership by the public healthcare sector on environmental sustainability as an important responsibility (strongly agreed, 9/13 (69%); agreed, 4/13 (31%)), with most CEOs supporting their institution increasing the amount of renewable electricity supply over-and-above grid levels (strongly agreed, 3/13 (23%); agreed, 9/13 (69%)). However, support for renewable electricity was, for the most part, aspirational and not perceived as a current priority. The key perceived barriers to increasing renewable electricity supply were Health Purchasing Victoria contract and financial constraints. ConclusionsHealth care itself has a carbon footprint. Public healthcare CEOs are supportive of their institutions increasing use of renewable electricity supply, yet perceived barriers regarding inflexible and poorly transparent purchasing contracts and financial cost exist. What is known about the topic?Australian health care contributes ~7 percent to Australia’s total carbon emissions, with hospital energy consumption (coal-generated electricity and natural/fossil gas) a large majority. An executive level champion is a consistent factor across health services that are taking the lead on environmental sustainability. What does this paper add?Our research is original in understanding the views of Victorian public healthcare CEOs on climate change, renewable energy supply and key barriers to increasing uptake. A majority of public healthcare CEOs see energy choices as an important issue for their patients, staff and institution, and that greater leadership should be shown by health care in light of the urgency required to address greenhouse gas emissions. However, support for renewable electricity was, for the most part, aspirational, with specific barriers identified across the healthcare network. What are the implications for practitioners?This research provides information that can inform a pathway to healthcare decarbonisation via sector-wide action.
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Wilmshurst, Trevor D., and Geoffrey R. Frost. "Corporate environmental reporting." Accounting, Auditing & Accountability Journal 13, no. 1 (March 1, 2000): 10–26. http://dx.doi.org/10.1108/09513570010316126.

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This paper analyses the link between the importance, as stated by reporters, of specific factors in the decision to disclose environmental information and actual reporting practices. Through a mail survey, chief finance officers (CFOs) of selected Australian companies rated the perceived importance of specific factors in the decision to disclose environmental information. Environmental disclosure within respondents’ annual reports were reviewed and an analysis was undertaken to determine if relationships existed between actual reporting practices and ratings of importance assigned to various factors. The results indicate some significant correlations between the perceived importance of a number of factors and environmental reporting practices. The results of the analysis provide limited support for legitimacy theory as an explanatory link between identified influential factors in management’s decision process and actual environmental disclosure.
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Reddy Yarram, Subba. "Factors influencing on-market share repurchase decisions in Australia." Studies in Economics and Finance 31, no. 3 (July 29, 2014): 255–71. http://dx.doi.org/10.1108/sef-02-2013-0021.

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Purpose – The purpose of this study is to examine factors influencing decisions to repurchase shares on-market in Australia. The present study also examines the role of board size, board independence and chief executive officer duality on the decision to repurchase shares on-market by Australian firms. Design/methodology/approach – This study blends the traditional motivations of share repurchases with the influences of governance. The sample consists of all non-financial firms included in the Australian All Ordinaries Index (AOI) for the period 2004-2010. The repurchase sample consists of 104 repurchases undertaken by 62 firms. A probit panel model is used to analyse the decision to repurchase shares on the market. To account for unobserved heterogeneity, random effects panel models are also used. Findings – Analyses of a sample of non-financial firms included in the AOI for the period 2004-2010 show that size is significantly positively correlated with the decision to repurchase shares, thus supporting the agency cost. Findings also support the undervaluation and signalling hypotheses. Similarly, there is evidence in support of the view that firms repurchase shares to reach their target optimal capital structure. The present study also finds a significant positive association between board independence and the decision to repurchase shares in Australia. Research limitations/implications – On-market share repurchases help firms to signal their future growth opportunities and resolve agency conflicts. Signals from repurchases also help markets discover the true fundamental values of firms. Governance plays an important role in improving the effectiveness of on-market share repurchases, as independent directors provide both monitoring and discipline which helps to ensure that firms have valid motivations in undertaking share repurchases. Practical implications – These findings have implications for capital restructuring and governance policies. Principle-based governance frameworks that prevail in countries like Australia work as well as rule-based governance. Originality/value – This study highlights the complementary roles that financial policies and corporate boards play in corporate governance. Independent boards ensure that firms pursue appropriate financial policies that help resolve agency conflicts and information asymmetry problems.
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Canaway, Rachel, Khic-Houy Prang, Marie Bismark, David Dunt, and Margaret Kelaher. "Public disclosure of hospital clinicians' performance data: insights from medical directors." Australian Health Review 44, no. 2 (2020): 228. http://dx.doi.org/10.1071/ah18128.

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Objective This study gathered information from public hospital chief medical officers to better understand underlying mechanisms through which public reporting affects institutional behavioural change and decision making towards quality improvement. Methods This qualitative study used thematic analysis of 17 semistructured, in-depth interviews among a peak group of medical directors representing 26 health services in Victoria, Australia. Results The medical directors indicated a high level of in-principle support for public reporting of identifiable, individual clinician-level data. However, they also described varying conceptual understanding of what public reporting of performance data is. Overall, they considered public reporting of individual clinicians’ performance data a means to improve health care quality, increase transparency and inform consumer healthcare decision making. Most identified caveats that would need to be met before such data should be publicly released, in particular the need to resolve issues around data quality and timeliness, context and interpretation and ethics. Acknowledgement of the public’s right to access individual clinician-level data was at odds with some medical directors’ belief that such reporting may diminish trust between clinicians and their employers, thus eroding rather than motivating quality improvement. Conclusions Public reporting of identifiable individual healthcare clinicians’ performance data is an issue that merits robust research and debate given the effects such reporting may have on doctors and on hospital quality and safety. What is known about the topic? The public reporting of individual clinician-level data is a mechanism used in some countries, but not in Australia, for increasing health care transparency and quality. Clinician-level public reporting of doctors’ performance attracts contention and debate in Australia. What does this paper add? This paper informs debate around the public reporting of individual clinician-level performance data. Among a discrete cohort of senior hospital administrators in Victoria, Australia, there was strong in-principle support for such public reporting as a means to improve hospital quality and safety. What are the implications for practitioners? Before public reporting of individual clinician performance data could occur in Australia, resolution of issues would be required relating to legality and ethics, data context and interpretation, data quality and timeliness.
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Al-Taie, Moyassar, and Aileen Cater-Steel. "The Organisational Life Cycle Scale: An Empirical Validation." Journal of Entrepreneurship 29, no. 2 (September 2020): 293–325. http://dx.doi.org/10.1177/0971355720930572.

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Organizational life cycle scales are widely relied upon by scholar and practitioners alike as a strategic tool to identify firms’ life cycle stages. However, little attention has been paid to verifying and validating the OLC measures despite the considerable amount of OLC literature. The purpose of this study is to critically examine the psychometric properties of the OLC scale proposed by Lester, Parnell and Carraher. Data were obtained from a sample of 174 Australian Chief Information Officers from different sized firms and different industries and analysed by the use of component-based structural equation modelling. Results showed that the five-stage OLC scale exhibits acceptable validity and reliability indices despite some minor weaknesses. Results also confirmed the validity and the generalisability of this scale to measure and identify OLC stages in different types of industries. Based on these results and the literature review, alternate items were developed as substitutes for the weak items and an agenda for future research on OLC measurement is provided.
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Reeve, Robert, and Graeme Rose. "The role of top management in supporting the use of information technology in Australian hospitals." Australian Health Review 22, no. 4 (1999): 151. http://dx.doi.org/10.1071/ah990151.

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The progressive use of information systems and information technology has the potential to transform the way complex organisations are managed and the way they operate. This article reports the findings of a study undertaken to examine the importance of various factors related to the progressive use of information technology in Australian hospitals. Our analysis of data from 84 hospitals shows that hospital size has a significant positive relationship with the progressive use of information technology, as does the chief executive officer's attitude to information technology; however chief executive officer participation in information technology activities does not. The implications of these findings for the role of top management are discussed.
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Marques Soares, Cláudio de Jesus, and Ana Cristina Paixão Casaca. "Assessment of port governance model: evidence from the Brazilian ports." Maritime Business Review 7, no. 1 (January 18, 2022): 70–85. http://dx.doi.org/10.1108/mabr-03-2021-0026.

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PurposeSince enacting Act 8630/93, Brazilian port activities have been going through significant modifications, changing from the public port service management to the landlord model. Act 12815/2013 enforced a new regulatory framework increasing Port Authorities' dependence on the Federal Government. Since 2019, the Government has attempted to elaborate a Port Authorities' identity based on the private port governance model inspired by the Australian and United Kingdom ones. This paper assesses Brazilian's Port Authorities management models from 1993 to 2020 and considers the Australian, the United Kingdom and Antwerp port governance models as benchmarks.Design/methodology/approachThis paper adopts a two-step methodological approach, namely a combined desk and field research methodological approach and considers three essential resources: government legislative acts and published data available online; ports' data and information issued by governments' agencies, academic papers and national and international ports' websites; and a semi-structured questionnaire survey targeting the leading associations representing port users, foreign trade and stevedoring companies.FindingsThe outcome shows that the solutions to overcome the existing Brazilian Port Authority governance problems remain in the Federal Government's hands by (1) removing its control through bureaucracy, (2) preventing the party-political influence following in the public ports and (3) decentralising port management by chief executive officers named by Port Authority Councils.Research limitations/implicationsThis paper does not explore the regulatory frameworks underlying the “Lease Terminal” and “Private User Terminal”.Originality/valueThis paper assesses the management models that led Brazilian's Port Authorities from 1993 to 2020, comparing them with the UK and Australian private service port and Antwerp landlord model.
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Karake, Zeinab A. "Chief Information Officers: Organizational Control and Company Characteristics." Logistics Information Management 5, no. 4 (April 1992): 27–33. http://dx.doi.org/10.1108/09576059210021355.

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Valenta, A. L., R. A. Mendola, M. Dieter, and W. B. Panko. "Preparing chief information officers for the clinical information systems environment." Academic Medicine 74, no. 5 (May 1999): 511–5. http://dx.doi.org/10.1097/00001888-199905000-00016.

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Dissertations / Theses on the topic "Chief information officers Australia"

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Armstrong, Douglas Bruce, University of Western Sydney, of Science Technology and Environment College, and School of Environment and Agriculture. "CEO characteristics, organisation characteristics, decision making and CBIS success in regional small business." THESIS_CSTE_EAG_Armstrong_D.xml, 2003. http://handle.uws.edu.au:8081/1959.7/773.

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The research conducted for this thesis had two broad aims. The first was to provide descriptive information about the use of computer-based information systems (CBIS) in regional small business. The second of the aims was to examine the relationships among key constructs identified from the literature and to explore how they contributed to predicting CBIS success in regional small business.In the second phase of the analysis, Exploratory Factor Analysis (EFA) was used to examine the factorial constructs underlying the data. Constructs were identified that measured CEO characteristics, two measuring organisational characteristics, four measuring aspects of decision-making, and five measuring perceived CBIS success. Correlations among the constructs were examined prior to relationships among the constructs being explored using hierarchical regression analysis. The constructs were also examined in a single measurement model to determine their collective effect and relationships with the constructs measuring CBIS success based on structural equation modelling. Notwithstanding the limitations of the research, it resulted in the identification of relationships among key variables that predict CBIS success. The identification of items associated with decision-making processes, and the identification of the factorial constructs underlying the data is a major contribution to a portion of the literature that was non-existent. The final measurement model is also a significant contribution in identifying and specifying the relationships constructs measuring CEO characteristics, organisational characteristics, decision-making and CBIS success in regional small business.
Doctor of Philosphy (PhD)
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Lima, Luis A. C. "LEADERSHIP IN THE INFORMATION AGE: HOW CHIEF INFORMATION OFFICERS LEAD INFORMATION TECHNOLOGY WORKERS." Connect to this title online, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=bgsu1151093030.

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Dodd, David W. "The Role of Information in the Decision-Making Processes of Chief Academic Officers and Chief Financial Officers at Liberal Arts Colleges." Ohio University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1501862986259951.

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Enns, Harvey. "Chief information officers' influence behaviors, outcomes, and technical background roles." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape2/PQDD_0021/NQ58128.pdf.

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Almajed, Abdulaziz. "Information technology project success in Saudi Arabian public organisations : Chief Information Officers' perceptions." Thesis, University of East Anglia, 2017. https://ueaeprints.uea.ac.uk/68695/.

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Projects are highly critical to the survival and business continuity of any organisation. These include many IT projects that are highly important for effectively and efficiently managing business processes, data, information, and knowledge to achieve organisational goals. Success of any project is dependent on many factors, ranging from technical, organisational, and behavioural factors. The main objective of this research is to investigate and develop the success model of IT projects in Saudi Arabian public organisations from the CIO perspectives. Accordingly, this research seeks to develop the research conceptual framework of IT project success, by identifying the relevant critical success factors (CSF) of IT projects, identifying the criteria for project success (PSC), examining the measurement model through relationship between CSF and PSC, and subsequently examining the possible relationships between the focus variables (CSF and PSC) and CIO demographics, organisational, and IT characteristics. To achieve these objectives, the research employs deductive approach using questionnaire surveys method, and utilization of both descriptive and inferential analyses. The literature review and exploratory analysis phase, assisted the researcher to develop the research conceptual framework by identifying the shortlisted CSF constructs. These CSFs are: top management support and commitment, strategic planning, project management, project team competency, communication management, stakeholders’ management, partners and suppliers management, and training and education. The PSC constructs are identified with six items comprising of criteria from conventional project management (triple constraint) and IS success model. The factor analysis led the criteria to be categorized into project short term success called project management success (PMS) and long-term success called project success (PS). In the next analysis phase, descriptive analysis was performed to identify the characteristics of organisations (type, size), IT (governance, budget), the CIOs such age, gender, CIO type, etc. Subsequently, the reliability test was performed to ensure the reliability and validity of the constructs measured in the study using structural modelling (PLS). Accordingly, the effect of CIO characteristics on the CSF and PSC was checked using ANOVA, and the results indicate that most of the characteristics have weak or no significant influence with either CSF or PSC. Therefore, these demographic characteristics are not moderating the effect of CSF and PSC in the analysis that follows. Further analysis using the PLS bootstrap procedure was conducted to test the project success model by verifying the measurement model as well as the impact of CSF (independent variables) on PSC (dependent variables). The results show that top management support, project management availability and stakeholder management had significant effect on the project success (PS). Whereas, project management availability also led to project success through the short-term project management success (PMS). Both PS and PMS are considered important and significant criteria for project success. The results also indicate that there is a strong reliability of the measurement model, as well as a strong contribution of the composite of all the eight factors in project success. Such A significant result is also attributed to a few critical success factor constructs, which are predominantly by top management support, project management availability and stakeholder management availability. Findings from this research are considered highly important as few researchers have investigated project success from the CIOs point of view. Their collective perceptions can be used more objectively and accurately by organisations to ensure the success of IT projects and to ensure the success of their IT strategic goals.
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Viswadoss, Aruna. "Chief information officers in higher education role, leadership, and career refelctions /." Full text, Acrobat Reader required, 1999. http://viva.lib.virginia.edu/etd/diss/Educ/HigherEducation/1999/Viswadoss/dissertdoc.pdf.

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Aluebhosele, Dandy, and George Anobah. "CHIEF INFORMATION OFFICERS EVOLVING ROLES AND RESPONSIBILITIES "From Operational to Strategic"." Thesis, Mälardalen University, Mälardalen University, Mälardalen University, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-5578.

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The Chief information officer (CIO) position has been seen as very important to every organization; this includes organizations that have either outsourced   or Insourced their IT function. Various studies have shown that this role emerged as a critical executive position in most organization which helps to shape organizations strategy. CIO has a major responsibility of aligning IT with business strategy that leads to an organization achieving a higher competitive advantage. This  work describeD the various roles of the CIO in organizations with a special focus on IT-business strategy alignment.

Based on our investigations from previous research, case studies and current interviews with CIOs, we were able to see that the CIO roles are shifting from operational to more strategic one. The CIO is seen to be the bridge between IT strategy and business strategy. As a result of this, they have close collaboration with the CEOs in order to be successful in aligning IT strategy to the business objectives. In view of this, the CIO plays the role of both the chief architect who designs future possibilities for business and the technology provocateur (Intelligent officer) that aligns IT with business.

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Barber, Robert L. "Chief information officer : job and organization design in the community college /." view abstract or download file of text, 2002. http://wwwlib.umi.com/cr/uoregon/fullcit?p3061931.

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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.
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Spence, Lisa Christine. "Perceptions of chief information officers who have managed information technology both outside and inside higher education." Click here to access dissertation, 2007. http://www.georgiasouthern.edu/etd/archive/fall2007/lspence/Spence_Lisa_C_200708_EDD.pdf.

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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.
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Gerth, Anthony B. "How newly appointed chief information officers take charge : exploring the dynamics of leader socialization." Thesis, Cranfield University, 2013. http://dspace.lib.cranfield.ac.uk/handle/1826/8066.

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The transition for any executive into a new appointment is a challenge. This transition for the newly appointed Chief Information Officer (CIO) is especially challenging given the complexity and ambiguous nature of their role. Investment in information technology (IT) has steadily increased over the past twenty years and contributes to enabling business changes that drive organizational performance improvements. The role of the Chief Information Officer (CIO) has evolved into an executive who holds significant responsibility for leading the organization in realizing these investment benefits. Therefore unsuccessful CIO transitions can negatively impact the extent to which the organization’s IT benefits are fully realized. This research has one objective: to increase our understanding of the process of taking charge for the newly appointed Chief Information Officer (CIO). This increased understanding contributes to academic research as well as provides insights to practicing CIOs that will increase their probability of successfully taking charge of a new appointment. The project explores this phenomenon in depth from both the CIO’s and non-IT executive’s (CxO) perspective through semi-structured interviews with 43 executives. Participants included twenty-one Chief Information Officers and twenty-two C-suite, non-IT executives. The study integrates concepts from role theory and leader socialization with CIO leadership challenges. Findings indicate that the newly appointed CIO experiences a mutual adjustment process when they take charge. This adjustment occurs within their role set; the IT leadership team, the Chief Executive Officer (CEO) and the other top management team members (CxOs). The data suggests that CIOs experience three overlapping phases of taking charge; Entry, Stabilization and Renewal. These phases result in confidence, credibility and legitimacy as a new leader in the organization. The data further reveals that the type of transition (Start-up, Turnaround, Realignment or Success-sustaining) encountered by the CIO is a significant influence on the taking charge process. CIO socialization is influenced heavily by their role set and the expectations within it. CIOs will encounter CxO peers with varying preferences on interaction style and focus. In addition the CxOs in the study identified three different views of CIOs that reinforce the role ambiguity for the newly appointed CIO. The study reveals that CIOs experience organizational socialization in two domains of leadership. These domains are supply-side and demand-side leadership. The data suggests that supply-side socialization occurs prior to demand-side socialization. These socialization outcomes are dependent on transition type. This research extends previous work done on CIO transitions by identifying phases, activities and outcomes. An additional contribution is the first empirical model of new CIO socialization. Leader socialization research is enhanced with the study of a non-CEO executive. This model contributes a deeper understanding of the mutual adjustment process experienced by a newly appointed CIO. Practicing CIOs can apply these findings in developing transition plans and actions for taking a new appointment. The CxO types and attitudes can inform the newly appointed CIO on customizing their relationship building approaches. Understanding that taking charge requires 2-3 years can lead to more realistic expectations of the executive. The findings of this study can lead CIOs to a higher probability of success in taking charge of a new appointment.
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Books on the topic "Chief information officers Australia"

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Contemporary chief information officers: Management experiences. Hershey PA: Idea Group Pub., 2007.

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George, Hallenbeck, and Rubenstrunk Karen, eds. The CIO edge: 7 leadership skills you need to drive results. Boston, Mass: Harvard Business Review Press, 2010.

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Eiras, Jose Carlos. The practical CIO: A common sense guide for successful IT leadership. Hoboken, N.J: Wiley, 2010.

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Peters, Arthur C. The first year as a technology executive of a company: Leading CTOs and CIOs on evaluating the existing team and technologies, determining top priorities, and identifying key technology goals. [Boston, Mass.]: Aspatore, 2008.

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D, Finney Michael, and Brakhage Cynthia, eds. Public information officer. [Stillwater, Okla.]: Fire Protection Publications, Oklahoma State University, 1999.

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The chief information officer's body of knowledge: People, process, and technology. Hoboken, N.J: John Wiley, 2011.

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Boiko, Bob. Laughing at the CIO: A parable and prescription for IT leadership. Medford, N.J: CyberAge Books, 2007.

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Technology due diligence: Best practices for chief information officers, venture capitalists and technology vendors. Hershey PA: IGI Pub., 2008.

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Stephens, Charlotte S. The Nature of information technology managerial work: The work life of five chief information officers. Westport, Conn: Quorum, 1995.

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The nature of information technology managerial work: The work life of five chief information officers. Westport, Conn: Quorum Books, 1995.

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Book chapters on the topic "Chief information officers Australia"

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Ruohonen, Mikko J. "Chief Information Officers — new roles and emerging duties." In The Place of Information Technology in Management and Business Education, 167–76. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-0-387-35089-9_22.

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Ricciardi, Francesca, and Marco De Marco. "The Challenge of Service Oriented Performances for Chief Information Officers." In Lecture Notes in Business Information Processing, 258–70. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-28227-0_19.

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Timofte, Roxana S. "Ethics and Privacy in Learning Analytics: The Rise of Chief Privacy and Chief Ethics Officers." In Ethical Use of Information Technology in Higher Education, 113–26. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-1951-9_8.

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Varajão, João, Luís Amaral, Ricardo Colomo Palacios, and Jorge Gouveia. "A Framework for the Analysis of the Potential Performance of Chief Information Officers." In Communications in Computer and Information Science, 338–45. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16402-6_36.

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Hsieh, Pi-Jung, and Hui-Min Lai. "Adoption of Cloud-Based Communicable Disease Surveillance in Taiwan: Chief Information Officers’ Perspectives of Hospitals." In Proceedings of Seventh International Congress on Information and Communication Technology, 615–31. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-1607-6_55.

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Lawry, Rachel, Dianne Waddell, and Mohini Singh. "The Characteristics, Responsibilities, and Future of Chief Information Officers in the Public Sector." In Cases on Public Information Management and E-Government Adoption, 274–94. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-0981-5.ch012.

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This chapter presents a model that depicts the critical factors and assists in understanding the demands and effectiveness of Chief Information Officers (CIO) in public sector organisations. The chapter explores the literature on public sector CIO addressing personal and professional characteristics. It also reviews the literature pertaining to the responsibilities, career advancement, and future directions in government departments. The authors adopt a qualitative methodology, by which semi-structured interviews are conducted with CIO representatives from a State Government in Australia. From collation of the interview results, utilising a mind mapping strategy, the chapter identifies a model that adequately reflects the critical factors required for a public sector CIO. The chapter concludes that there are certain unique characteristics and responsibilities that a public sector CIO must possess yet a private sector CIO does not require. The chapter also acknowledges the importance of outlining a future direction of the role, something that is neglected by the literature.
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Lawry, Rachel, Dianne Waddell, and Mohini Singh. "The Characteristics, Responsibilities and Future of Chief Information Officers in the Public Sector." In Cases on Adoption, Diffusion and Evaluation of Global E-Governance Systems, 258–72. IGI Global, 2011. http://dx.doi.org/10.4018/978-1-61692-814-8.ch012.

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This chapter presents a model which depicts the critical factors and assists in understanding the demands and effectiveness of Chief Information Officers (CIO) in public sector organisations. The chapter explores the literature on public sector CIO addressing personal and professional characteristics. It also reviews the literature pertaining to the responsibilities and career advancement and future directions in Government departments. The authors adopt a qualitative methodology by which semi-structured interviews are conducted with CIO representatives from a State Government in Australia. From collation of the interview results, utilising a ‘mind mapping’ strategy, the chapter identifies a model that adequately reflects the critical factors required for a public sector CIO. The chapter concludes that there are certain unique characteristics and responsibilities that a public sector CIO must possess yet a private sector CIO does not require. The chapter also acknowledges the importance of outlining a future direction of the role; something which is neglected by the literature.
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Al-Taie, Moyassar, Michael Lane, and Aileen Cater-Steel. "A Past to Present Journey." In Advances in Business Information Systems and Analytics, 180–206. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-6473-9.ch009.

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This chapter explores the role of the Chief Information Officer (CIO). A detailed review of the existing literature traces the evolution of this role and highlights its characteristics and configurations. CIO role effectiveness can be described in terms of three demand-side roles: strategist, relationship architect, integrator, and three supply-side roles: educator, information steward, and utility provider. To explore the configuration of roles of CIOs in Australia, a large-scale survey of CIOs was conducted. The Australian results, based on 174 responses, are compared with those from similar studies in USA. The top priority for the Australian CIO was information steward, ensuring organizational data quality and security and recruiting and retaining IT skilled staff. In comparison, the first priority for the USA CIOs was utility provider - building and sustaining solid, dependable, and responsive IT infrastructure services. This study's findings have implications for CIO career development and recruitment.
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Herschel, Richard T. "Chief Knowledge Officers." In Encyclopedia of Information Science and Technology, First Edition, 409–13. IGI Global, 2005. http://dx.doi.org/10.4018/978-1-59140-553-5.ch072.

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A chief knowledge officer (CKO) is a senior executive who is responsible for ensuring that an organization maximizes the value it achieves through one of its most important assets-knowledge. Knowledge is often defined as information exercised for problem solving, understanding, and benefit. By adopting a CKO, firms formally recognize that knowledge is an asset that needs to be captured, disseminated, and shared to enhance firm performance and value creation. And most of all, they realize it is an asset that must be managed. Knowledge management is seen as essential, because firms today are valued in part on market perceptions of expertise as expressed through their processes, products and services (Choo, 1998).
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"Partial List of Chief Executive Officers, Chief Learning Officers, Chief Information Officers, Authors, and Thought Leaders Interviewed by Sarder TV." In Building an Innovative Learning Organization : A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth, 217–24. Hoboken, New Jersey.: John Wiley & Sons, Inc., 2016. http://dx.doi.org/10.1002/9781119235200.oth2.

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Conference papers on the topic "Chief information officers Australia"

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Haselkorn, M. P. "Chief information officers and technical communication." In IEEE International Professional Communication Conference, 2003. IPCC 2003. Proceedings. IEEE, 2003. http://dx.doi.org/10.1109/ipcc.2003.1245506.

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Magnusson, Johan, Erik Högberg, and Hampus Sjöman. "How the West was Lost: Chief Information Officers and the Battle of Jurisdictional Control." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2019. http://dx.doi.org/10.24251/hicss.2019.746.

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Zachos, Konstantinos, James Lockerbie, Brian Hughes, and Peter Matthews. "Towards a framework for describing cloud service characteristics for use by chief information officers." In 2011 Workshop on Requirements Engineering for Systems, Services and Systems-of-Systems (RES^4). IEEE, 2011. http://dx.doi.org/10.1109/ress.2011.6043932.

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Koza, Erfan, and Asiye Öztürk. "A Coherence Model to Outline Obstacles and Success Factors for Information Security from the CISO's Point of View." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002206.

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Against the backdrop of the progressive digitalization of Critical Infrastructures (CRITIS), especially within the socio-technical fields, this paper addresses the identification of obstacles as well as critical, technical, and human success factors, which play an essential role in efficient information security management. Furthermore, the focus is also put on the crystallization of differentiated views regarding the meaningfulness and usefulness of laws. To this end, we conducted a study with 86 chief information security officers, including CRITIS with 76% participation and non-CRITIS with 24% participation, data center operators (14), water and wastewater utilities (25), energy supply companies (33), and healthcare stakeholders (14) in Germany. The study is based on a methodological pluralistic orientation in which, in addition to the integration of quantitative methods for empirical data collection, other analytical approaches are used to determine coherence and correlation. As an artifact, the empirically validated factors are compiled intersectoral in a coherence model and related in terms of causality.
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Karami, Azhdar. "An investigation on environmental scanning and growth strategy in high tech small and medium sized enterprises." In 16th Annual High Technology Small Firms Conference, HTSF 2008. University of Twente, 2008. http://dx.doi.org/10.3990/2.268580687.

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The idea that environmental scanning can be a key factor to sustained competitive advantage calls for the integration of business strategy and environment. Not surprisingly, environmental scanning is widely viewed as the first step in the process linking strategy and environment. The main debate in strategy and environment is nowadays concerned with the primary importance of environmental scanning to strategy formulation and implementation. More specially, effective scanning of the environment is seen as necessary to the successful alignment of competitive strategies with environmental requirements and the achievement of outstanding performance in SMEs. This paper explores the above relationship in the British electronic manufacturing industry. It is based on the empirical evidence and the findings of a survey of 132 Chief Executive Officers’ (CEO) views on environmental scanning and strategy in SMEs. It is concluded that, there is a significant relationship between increasing the environmental scanning of the firm, and the success of the firm’s performance in small and medium sized manufacturing firms in electronic industry. Accordingly, because of dynamic aspect of electronic industry, obtaining information on several aspects of environmental sectors facilitates alignment between business strategy and environment.
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Block, Shannon, Steven Munkeby, and Samuel Sambasivam. "An Empirical Examination of the Effects of CTO Leadership on the Alignment of the Governance of Big Data and Information Security Risk Management Effectiveness." In InSITE 2021: Informing Science + IT Education Conferences. Informing Science Institute, 2021. http://dx.doi.org/10.28945/4763.

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Aim/Purpose: Board of Directors seek to use their big data as a competitive advantage. Still, scholars note the complexities of corporate governance in practice related to information security risk management (ISRM) effectiveness. Background: While the interest in ISRM and its relationship to organizational success has grown, the scholarly literature is unclear about the effects of Chief Technology Officers (CTOs) leadership styles, the alignment of the governance of big data, and ISRM effectiveness in organizations in the West-ern United States. Methodology: The research method selected for this study was a quantitative, correlational research design. Data from 139 participant survey responses from Chief Technology Officers (CTOs) in the Western United States were analyzed using 3 regression models to test for mediation following Baron and Kenny’s methodology. Contribution: Previous scholarship has established the importance of leadership styles, big data governance, and ISRM effectiveness, but not in a combined understanding of the relationship between all three variables. The researchers’ primary objective was to contribute valuable knowledge to the practical field of computer science by empirically validating the relationships between the CTOs leadership styles, the alignment of the governance of big data, and ISRM effectiveness. Findings: The results of the first regression model between CTOs leadership styles and ISRM effectiveness were statistically significant. The second regression model results between CTOs leadership styles and the alignment of the governance of big data were not statistically significant. The results of the third regression model between CTOs leadership styles, the alignment of the governance of big data, and ISRM effectiveness were statistically significant. The alignment of the governance of big data was a significant predictor in the model. At the same time, the predictive strength of all 3 CTOs leadership styles was diminished between the first regression model and the third regression model. The regression models indicated that the alignment of the governance of big data was a partial mediator of the relationship between CTOs leadership styles and ISRM effectiveness. Recommendations for Practitioners: With big data growing at an exponential rate, this research may be useful in helping other practitioners think about how to test mediation with other interconnected variables related to the alignment of the governance of big data. Overall, the alignment of governance of big data being a partial mediator of the relationship between CTOs leadership styles and ISRM effectiveness suggests the significant role that the alignment of the governance of big data plays within an organization. Recommendations for Researchers: While this exact study has not been previously conducted with these three variables with CTOs in the Western United States, overall, these results are in agreement with the literature that information security governance does not significantly mediate the relationship between IT leadership styles and ISRM. However, some of the overall findings did vary from the literature, including the predictive relationship between transactional leadership and ISRM effectiveness. With the finding of partial mediation indicated in this study, this also suggests that the alignment of the governance of big data provides a partial intervention between CTOs leadership styles and ISRM effectiveness. Impact on Society: Big data breaches are increasing year after year, exposing sensitive information that can lead to harm to citizens. This study supports the broader scholarly consensus that to achieve ISRM effectiveness, better alignment of governance policies is essential. This research highlights the importance of higher-level governance as it relates to ISRM effectiveness, implying that ineffective governance could negatively impact both leadership and ISRM effectiveness, which could potentially cause reputational harm. Future Research: This study raised questions about CTO leadership styles, the specific governance structures involved related to the alignment of big data and ISRM effectiveness. While the research around these variables independently is mature, there is an overall lack of mediation studies as it relates to the impact of the alignment of the governance of big data. With the lack of alignment around a universal framework, evolving frameworks could be tested in future research to see if similar results are obtained. *** NOTE: This Proceedings paper was revised and published in the journal Issues in Informing Science and Information Technology, 18, 41-61. At the bottom of this page, click DOWNLOAD PDF to download the published paper. ***
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Reports on the topic "Chief information officers Australia"

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Lynch, Clifford, and Diane Goldenberg-Hart. Beyond the Pandemic: The Future of the Research Enterprise in Academic Year 2021-22 and Beyond. Coalition for Networked Information, August 2021. http://dx.doi.org/10.56561/mwrp9673.

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In early June 2021, representatives from a number of CNI member institutions gathered for the third in a series of Executive Roundtable discussions that began in spring 2020, during the early days of the COVID-19 emergency. The conversations were intended to inform our understanding of how the pandemic had impacted the research enterprise and to share information about how institutions were planning to shape investments and strategies surrounding the research enterprise going forward. Previous Roundtables were held in April and September 2020 and reports from those conversations are available from http://www.cni.org/tag/executive-roundtable-report. As with the earlier Roundtables on this topic, June participants primarily included senior library administrators, directors of research computing and information technology, and chief research officers from a variety of higher education institutions across the US and Canada; most participating member institutions were public universities with high research activity, though some mid-sized and private institutions participated as well. The June Roundtable took place in a single convening, supplemented by an additional conversation with a key institution unable to join the group meeting due to last-minute scheduling conflicts. As before, we urged participants to think about research broadly, encompassing the humanities, social sciences, and fieldwork activities, as well as the work that takes place in campus laboratories or facilities shared by broader research communities; indeed, the discussions occasionally considered adjacent areas such as the performing arts. The discussion was wide-ranging, including, but not limited to: the challenges involving undergraduate, graduate and international students; labs and core instrumentation; access to physical collections (libraries, museums, herbaria, etc.) and digital materials; patterns of impact on various disciplines and mitigation strategies; and institutional approaches to improving research resilience. We sensed a growing understanding and sensitivity to the human toll the pandemic has taken on the research community. There were several consistent themes throughout the Roundtable series, but shifts in assumptions, planning, and preparation have been evident as vaccination rates have increased and as organizations have grown somewhat more confident in their ability to sustain largely in-person operations by fall 2021. Still, uncertainties abound and considerable notes of tentativeness remain, and indeed, events subsequent to the Roundtable, such as the large-scale spread of the Delta variant of COVID-19 in the US, have eroded much of the confidence we heard in June 2021, though probably more around instructional strategies than the continuity of the research enterprise. The events of the past 18 months, combined with a growing series of climate change-driven disruptions, have infused a certain level of humility into institutional planning, and they continue to underscore the importance of approaches that emphasize resilience and flexibility.
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Chief Information Officers: Secrets to Success. IEDP Ideas for Leaders, January 2013. http://dx.doi.org/10.13007/069.

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