Dissertations / Theses: '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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Stanley, Garrick N. "Public sector reform in Western Australia: the role of chief executive officers in leading cultural change in their organisations." Thesis, Curtin University, 2001. http://hdl.handle.net/20.500.11937/2221.

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The last two decades of the twentieth century saw unprecedented change in the Western Australian public sector. Legislative reform, royal commissions and new policies aimed at enhancing public sector accountability, transparency and efficiency have served to highlight the critical role of CEOs in delivering change. Underpinning sustainable organisational change is cultural change, which in-turn is most effectively driven by a transformational leadership style. There has been little research into CEOs' perceptions of their role in leading cultural change in their organisations. This thesis details an exploratory study of WA public sector CEOs. It discovered that CEOs identified with elements characterising the theoretical construct of a transformational leader. They perceived cultural change as the realignment of organisational values and behaviour with mission, government and community expectations, efficiency and effectiveness. CEOs actively deployed a number of strategies to bring about cultural change but were uncertain about the extent which substantive cultural change was taking place within the public sector. Factors they saw as impacting on their capacity to lead such change included the Government's policy agenda, management theory and potentially, peer support. CEOs who participated in the study were predominantly career public servants, male, over the age of fifty, had worked exclusively in the public sector and only led a small number of organisations. They had mixed views about the impact of such demographics on a CEO's capacity to effectively lead cultural change citing situational factors and personal attributes as being significant variables. There were a number of clear findings from the study that have significant, practical implications for the public sector. CEOs would benefit from a government that communicated a stronger sense of vision about the future directions of the sector. CEOs require structured opportunities to enhance their competencies in the leadership of change and incentives to commit to change agendas that may extend well beyond the tenure of their employment contacts. Finally, CEOs cannot effectively transform organisational culture without support from other leaders and strategic plans that take account of emerging demographic shifts in the workforce that will inevitably impact on staff values, behaviours and expectations.

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Johns, Merida L. "Relationship of functions performed by hospital chief information officers and organization, job, and person-related characteristics /." The Ohio State University, 1991. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487687115926619.

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13

Nickerson, Rick L. "What do Chief Information Integration Officers (CI2O) need to know and what is their role." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2000. http://handle.dtic.mil/100.2/ADA383463.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, Sept. 2000.
Thesis advisor(s): Ulozas, Bernard; Higgins, Susan L. "September 2000." Includes bibliographical references (p. 161-165). Also available in print.

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Stanley, Garrick N. "Public sector reform in Western Australia: the role of chief executive officers in leading cultural change in their organisations." Curtin University of Technology, Curtin Business School, 2001. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=12646.

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The last two decades of the twentieth century saw unprecedented change in the Western Australian public sector. Legislative reform, royal commissions and new policies aimed at enhancing public sector accountability, transparency and efficiency have served to highlight the critical role of CEOs in delivering change. Underpinning sustainable organisational change is cultural change, which in-turn is most effectively driven by a transformational leadership style. There has been little research into CEOs' perceptions of their role in leading cultural change in their organisations. This thesis details an exploratory study of WA public sector CEOs. It discovered that CEOs identified with elements characterising the theoretical construct of a transformational leader. They perceived cultural change as the realignment of organisational values and behaviour with mission, government and community expectations, efficiency and effectiveness. CEOs actively deployed a number of strategies to bring about cultural change but were uncertain about the extent which substantive cultural change was taking place within the public sector. Factors they saw as impacting on their capacity to lead such change included the Government's policy agenda, management theory and potentially, peer support. CEOs who participated in the study were predominantly career public servants, male, over the age of fifty, had worked exclusively in the public sector and only led a small number of organisations. They had mixed views about the impact of such demographics on a CEO's capacity to effectively lead cultural change citing situational factors and personal attributes as being significant variables. There were a number of clear findings from the study that have significant, practical implications for the public sector. CEOs would benefit from a government that communicated a stronger sense of vision about the ++
future directions of the sector. CEOs require structured opportunities to enhance their competencies in the leadership of change and incentives to commit to change agendas that may extend well beyond the tenure of their employment contacts. Finally, CEOs cannot effectively transform organisational culture without support from other leaders and strategic plans that take account of emerging demographic shifts in the workforce that will inevitably impact on staff values, behaviours and expectations.

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Clark, Elizabeth Ann. "Women as Chief Information Officers in Higher Education: a Mixed Methods Study of Women Executive Role Attainment in Information Technology Organizations." Thesis, Boston College, 2013. http://hdl.handle.net/2345/3216.

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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

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Barosy, Wileen. "Successful Operational Cyber Security Strategies for Small Businesses." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6969.

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Cybercriminals threaten strategic and efficient use of the Internet within the business environment. Each year, cybercrimes in the United States cost business leaders approximately $6 billion, and globally, $445 billion. The purpose of this multiple case study was to explore the operational strategies chief information security officers of high-technology companies used to protect their businesses from cyberattacks. Organizational learning theory was the conceptual framework for the study. The population of the study was 3 high-technology business owners operating in Florida who have Internet expertise and successfully protected their businesses from cyberattacks. Member checking and methodological triangulation were used to valid the data gathered through semistructured interviews, a review of company websites, and social media pages. Data were analyzed using thematic analysis, which supported the identification of 4 themes: effective leadership, cybersecurity awareness, reliance on third-party vendors, and cybersecurity training. The implications of this study for positive social change include a safe and secure environment for conducting electronic transactions, which may result in increased business and consumer confidence strengthened by the protection of personal and confidential information. The creation and sustainability of a safe Internet environment may lead to increased usage and trust in online business activities, leading to greater online business through consumer confidence and communication.

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Hu, Jinshuai. "Accounting information, the cost of equity capital and CEO turnovers." HKBU Institutional Repository, 2011. http://repository.hkbu.edu.hk/etd_ra/1267.

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Bunker, Beverley. "An investigation into expectations of the Chief Information Officer's role and knowledge, skills and experience that support it a dyadic IT-business perspective in NZ local government : submitted to the School of Information Management, Victoria University of Wellington in partial fulfilment of the requirements for the degree of Master of Information Management /." ResearchArchive@Victoria e-Thesis, 2009. http://hdl.handle.net/10063/1136.

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Dlamini, Reuben S. "The Evolution of Information Technology Executive Position in Higher Education: The Strategic and Adaptive Chief Information Officer in Higher Education." Ohio University / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1314804055.

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Moses, Alvino George. "The strategic role of the Chief Information Officer during post-merger at institutions of higher learning: A CASE STUDY." Thesis, Cape Peninsula University of Technology, 2014. http://hdl.handle.net/20.500.11838/1361.

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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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Armstrong, Douglas Bruce. "CEO characteristics, organisation characteristics, decision making and CBIS success in regional small business /." View thesis, 2003. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20040618.095159/index.html.

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Syoufi, Maria. "An Exploratory Assessment of IT Management Issues in Ontario Hospitals." Thesis, Université d'Ottawa / University of Ottawa, 2018. http://hdl.handle.net/10393/37943.

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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.

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Schelin, Shannon Howle. "Managing the human side of information technology a public-private comparison of chief information officers /." 2004. http://www.lib.ncsu.edu/theses/available/etd-03182004-143013/unrestricted/etd.pdf.

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Denjam, Lin, and 林鼎傑. "Exploring the Factors Influencing the Attitudes of Chief Information Security Officers Towards Security Policies." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/64950516393151119274.

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碩士
長庚大學
資訊管理研究所
96
Continuous information security incidents may cause serious damages to modern enterprises. Therefore, organizations establish security forms to take the responsibility for security management, and the chief information security officer is the main role in security decision making. As the theory of planned behavior indicates, the attitude of an information security officer may influence her behavior. This study creates scenario stories and conducts interviews with some interviewees who have had experiences in security management. The collected data are presented with tables to derive the conclusions. The main findings of the exploring Qualitative Study are as follows： (1)The factors of risk perception and the loss severity may have an impact on risk assessment by security officers. . (2)It is anticipated unfair expectation may affect the security decision making of information security officers. (3)The social norm might have an influence insecurity officers decision making .

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Otumile, John D. "Strategic role of ICT in South African Public Service : the CIO positioning within the organisational structure." Thesis, 2010. http://encore.tut.ac.za/iii/cpro/DigitalItemViewPage.external?sp=1000507.

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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.

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Markham, Paul A. "Transformational leadership and physician acceptance of computerized physician order entry systems and electronic medical records and the role of Chief Medical Information Officers in the United States." Thesis, 2012. http://hdl.handle.net/1959.13/931668.

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Professional Doctorate - Doctor of Business Administration (DBA)
Researchers, industry analysts and the broader medical fraternity generally agree that physician adoption of healthcare technology is vital to the advancement of healthcare outcomes and cost effectiveness. Accordingly, there is a vast body of research into technology design, implementation process methodology, total cost of ownership and many other technical factors. However, there is minimal research into the humanistic socio-medical components such as leadership, particularly transformational leadership. In general ‘leadership is one of the most observed and least understood phenomena on earth’ (Burns, 1978). The entrenched rigid hierarchical structure of the medical fraternity sets forth legitimized power and authoritative leadership by decree to the members of this complex web. This research has a focus on the efficacy of transformational leadership mediated by trust in relation to the adoption of electronic medical record technology. The purpose of this research is twofold. First, it examines the perceptions of transformational leadership by senior management in healthcare. Secondly, it explores if and how the practice of transformational leadership, mediated by trust, improves the adoption of electronic medical recording equipment by the physician community. This dissertation presents a review beginning with parent, intermediate and specific literature of transformational leadership, across a range of organizations and industries in various stages of development. The chapter then identifies gaps in the extant literature and develops a theoretical framework to guide the research and close the gaps. This research adopts a principally interpretive social science methodology. It involves a nixed-methods approach incorporating semi-structured interview protocol, augmented by a quantitative capstone survey. The research setting was across five geographic regions of the United States of America. The respondents were Chief Information Officers (CIO) of major teaching hospitals and large central hospitals, integrated delivery networks and single facility institutions. The transcripts from the interviews were analysed using NVivo 9 and Microsoft Excel to identify patterns and themes in the responses.

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

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