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Journal articles on the topic 'Chief information officers Australia'

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Author: Grafiati

Published: 10 December 2022

Last updated: 28 January 2023

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1

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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Toor, Tajinder. "The strategic Chief Information Officer." Strategic Direction 33, no. 3 (March 13, 2017): 15–18. http://dx.doi.org/10.1108/sd-11-2016-0147.

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Purpose This paper aims to discuss how Chief Information Officers (CIOs) can be the catalysts of change and play an influential role in pushing strategic transformations in their organizations. Design/methodology/approach This paper is a strategy framework pyramid with the mapped CIO’s responsibilities suggesting CIOs to move up the pyramid by spending more time in strategy analysis and development to gain the strong strategic alignment with the business. Findings CIOs need to prioritize the strategic elements of their role and build strong relationships with the front of the business to analyze and develop the organization strategy. Originality/value The paper provides valuable information in a very concise and easy-to-understand format, thus saving executives hours of browsing and reading time.

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Protti, Denis. "Chief Information Officers in England's NHS: Skills and Competencies." Healthcare Management Forum 16, no. 4 (December 2003): 30–34. http://dx.doi.org/10.1016/s0840-4704(10)60192-5.

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Hsu, Hsiao-Tang, and Sarfraz Khan. "Chief accounting officers and audit efficiency." Asian Review of Accounting 27, no. 4 (December 2, 2019): 614–38. http://dx.doi.org/10.1108/ara-09-2018-0171.

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Purpose The purpose of this paper is to investigate the roles of chief accounting officer (CAO) on the efficiency of auditing process and to empirically examine the association between separate CAO appointment and audit report lag (ARL). Design/methodology/approach This study employs firms listed in the US market from 2004 to 2012. The firm year having a CAO who does not simultaneously take other executive position is specifically identified. Firm years with job titles similar to CAO, such as chief accounting executive, vice president of accounting or corporate accounting executive, are categorized into the CAO group. Findings The presence of a separate CAO significantly reduces ARL. With the appointment of a new auditor, the presence of a separate CAO is associated with lower ARL, suggesting the moderating effect of separate CAOs on the relationship between auditor change and audit delay. Practical implications This study shows the importance of CAO, an executive who is specifically responsible for carrying out accounting functions. The findings suggesting the positive effects of separate CAO on external audit process and the timeliness of information should be of interest to firms, financial reporting users, auditors and regulators. Originality/value While few studies address CAO-related issues, the roles of a CAO are not widely explored and how a separate CAO affects external audit process remains an open question. This study fills this gap and further documents the contribution of separate CAO in external audit work to enrich literature in executive roles and audit efficiency at the same time.

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Gottschalk, Petter. "Information technology management roles: the case of chief information officers in Norway." International Journal of Information Technology and Management 1, no. 1 (2002): 83. http://dx.doi.org/10.1504/ijitm.2002.001189.

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Pecko, Dejan, Samo Bobek, and Simona Sternad Zabukovšek. "The Analysis of Chief Information Officers’ Changing Roles in Enterprises." Our Economy, Journal of Contemporary Issues in Economics and Business 60, no. 3-4 (June 20, 2014): 46–54. http://dx.doi.org/10.7549/ourecon.2014.3-4.05.

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Nah, Fiona Fui-Hoon, Kathryn M. Zuckweiler, and Janet Lee-Shang Lau. "ERP Implementation: Chief Information Officers' Perceptions of Critical Success Factors." International Journal of Human-Computer Interaction 16, no. 1 (August 2003): 5–22. http://dx.doi.org/10.1207/s15327590ijhc1601_2.

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Szydlowski, Steven, and Christina Smith. "Perspectives From Nurse Leaders and Chief Information Officers on Health Information Technology Implementation." Hospital Topics 87, no. 1 (January 2009): 3–9. http://dx.doi.org/10.3200/htps.87.1.3-9.

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Stuckey, John. "Why the heck does higher ED need chief information/technology officers?" Ubiquity 2007, August (August 2007): 1. http://dx.doi.org/10.1145/1295229.1295284.

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Luckoo, Laswindev Shaheel, and Jyoti Devi Mahadeo. "The Changing Role of Chief Information Officers: A Developing Country Perspective." International Journal of Knowledge, Culture, and Change Management: Annual Review 8, no. 7 (2008): 61–68. http://dx.doi.org/10.18848/1447-9524/cgp/v08i07/50620.

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Wang, Weimin, Yong-Chul Shin, and Bill B. Francis. "Are CFOs’ Trades More Informative Than CEOs’ Trades?" Journal of Financial and Quantitative Analysis 47, no. 4 (April 19, 2012): 743–62. http://dx.doi.org/10.1017/s0022109012000257.

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AbstractWe investigate whether trades made by chief financial officers (CFOs) reveal more information about future stock returns than those by chief executive officers (CEOs). We find that CFOs earn statistically and economically higher abnormal returns following their purchases of company shares than CEOs. During 1992–2002, CFOs earned an average 12-month excess return that is 5% higher than that by CEOs. The superior performance by CFOs occurs notwithstanding controls for risk factors and persists even after their trades are publicly disclosed. Further analysis shows that CFO purchases are associated with more positive future earnings surprises than CEO purchases, suggesting that CFOs incorporate better information about future earnings.

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Daneshmandnia, Ali. "The influence of organizational culture on information governance effectiveness." Records Management Journal 29, no. 1/2 (March 11, 2019): 18–41. http://dx.doi.org/10.1108/rmj-09-2018-0033.

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Purpose This paper aims to explore the impact of organizational culture on information governance (IG) effectiveness at higher education institutions (HEIs). IT professionals, such as chef information officers, chief technology officers, chief information security officers and IT directors at HEIs were surveyed and interviewed to learn about whether organizational culture influences IG effectiveness. Several IG activities (processes) were identified, including information security, the function of an IG council, the presence of a Record Information Management department, the role of a compliance officer and information stewards and the use of an automated system or software to identify and maintain information life-cycle management. Design/methodology/approach This study was conducted using Cameron and Quinn’s (Cameron and Quinn, 2011) competing value framework. To evaluate organizational culture, using the competing value framework, four types of organizational culture profiles were used: collaboration, creation/innovation, controlling/hierarchy, and competition/result-oriented. The methodology included quantitative and qualitative techniques through the use of content analysis of data collected from participants. IT professionals, such as chef information officers, chief technology officers, chief information security officers and IT directors at HEIs were surveyed and interviewed to learn about whether organizational culture influences IG effectiveness. Findings Findings revealed organizational culture may influence IG effectiveness positively, especially from cultures of competition/result-oriented and control/hierarchy. Qualitatively, it also emerged that competition/result-oriented and control characteristics of organizational culture were perceived by IG professionals to produce more accurate information. One of the characteristics of organizational culture that became evident in the current study, coming from more than one subject, was the challenge in IG due to the presence of information silos. Trust, on the other hand, has been highlighted as the glue which can enable and drive governance processes in an organization. Research limitations/implications The current study was conducted based on HEIs. While the current study serves as a baseline for studying IG in other institutions, its results cannot be generalized for other type of institutions. The results cannot be generalized for other types of not-for-profit or for-profit organizations. Many of the characteristics of the sample data were specific to HEIs. For instance, financial, manufacturing and health-care institutions present challenges inherent in those institutions. Originality/value Trust has been highlighted as the glue which can enable and drive governance processes in an organization. Respondents of current study have indicated that trust serving several different factors toward IG effectiveness, including freedom to speak freely in the meeting about impact of organizational culture on IG, wiliness of executives of administration, particularly the CIO, to communicate IG matters to institution, sharing information and being transparent, entrusting help desk staff and technical supervisors so users can communicate with them and share their concerns and perceiving “feeling of trust” in the organization, which would benefit the institution, allowing stakeholders to collaborate and work together to overcome issues when facing IG challenges.

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Ritonga, Kirmizi. "DETERMINING THE MODERATING EFFECT OF PERCEIVED ENVIRONMENTAL UNCERTAINTY - MANAGEMENT ACOUNTING INFORMATION SYSTEMS RELATIONSHIP IN INDONESIA MANUFACTURING COMPANIES." Indonesian Management and Accounting Research 9, no. 1 (March 13, 2019): 27. http://dx.doi.org/10.25105/imar.v9i1.1286.

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<p class="Style1">This study examines the effect of perceived environmental uncertainty (PEU) on the design of management accounting information system (MAIS) which is moderated by decentralization. MAIS is design to provide chief executive officers information to make decision, planning, and controlling was defined in terms of the extent to which managers use time information characteristics ofbroad scope, timeliness, and aggregation in manufacturing finns. The study of 158 chief executive officers that have responsible for an organization, drawn from the manufacturing companies in Jakarta, Tangerang, Bogor, and Kerawang. The questionnaire survey, which was analyzed by using a regression analysis, suggests that PEU have an effect on the aggregated MA S information moderated by decentralization.</p><p class="Style1">Keywords: PEU, MAIS, Manufacturing Companies, Decentralization</p>

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Akhtar, Shahzeb, Pratima Amol Sheorey, Sonali Bhattacharya, and Ajith Kumar V. V. "Cyber Security Solutions for Businesses in Financial Services." International Journal of Business Intelligence Research 12, no. 1 (January 2021): 82–97. http://dx.doi.org/10.4018/ijbir.20210101.oa5.

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This paper examines the challenges that small, medium, and large businesses in the financial services industry are facing concerning data security and providing relevant tools and strategies to protect the same. A qualitative research-based approach has been used where one-on-one interviews were conducted with 10 CIOs (chief information officers) and CISOs (chief information security officers). This data was compared with secondary data sources to validate the findings. This paper presents an in-depth analysis regarding security technologies and their efficacy to protect data assets and sensitive information. It will also opine about the technologies that each business type can use economically to cover the gamut of cyber-attacks. Existing research is restricted to either addressing small and medium businesses (SMBs) or large businesses. This paper attempts a comprehensive review for all sizes of businesses.

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Clark, Thomas D., Robert W. Zmud, and Gordon E. Mccray. "The Outsourcing of Information Services: Transforming the Nature of Business in the Information Industry." Journal of Information Technology 10, no. 4 (December 1995): 221–37. http://dx.doi.org/10.1177/026839629501000403.

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The structure of the decision faced by a firm to outsource or to retain information services is developed in this paper. Theory regarding the decision structure is discussed and the results of in-depth interviews with a variety of chief information officers presented. Specifically, the forces that drive the outsourcing decision are identified, the incentives and disincentives of outsourcing relationships being addressed in detail. A framework for contemplating the outsourcing option is presented, followed by recommendations on managing relationships with outsourcing vendors.

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Parr, Nick, and Sheruni De Alwis. "The birthplaces, languages, ancestries and religions of chief executive officers and managing directors in Australia." Asia Pacific Journal of Human Resources 57, no. 3 (October 29, 2018): 276–98. http://dx.doi.org/10.1111/1744-7941.12210.

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Choi, Namjoo, and Joseph A. Pruett. "The context and state of open source software adoption in US academic libraries." Library Hi Tech 37, no. 4 (November 18, 2019): 641–59. http://dx.doi.org/10.1108/lht-02-2019-0042.

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Purpose The purpose of this paper is to identify barriers and drivers to open source software (OSS) adoption, and measures awareness and adoption stages of OSS in US academic libraries. Design/methodology/approach An online survey of chief information officers, chief technology officers or heads for IT in US academic libraries was conducted. A total number of 179 responses were used for data analysis. Findings From the survey, the authors identify significant barriers and drivers that US academic libraries may consider before adopting OSS and found that awareness itself is not a barrier. While about half of respondents confirmed using OSS, the authors found surprisingly low levels of intent to adopt from current non-adopters. Practical implications This research offers insights for promoting OSS adoption. Also, it provides funding agencies and administrators with guidelines to encourage successful deployment of OSS in higher education. Originality/value While extant research is mostly anecdotal, this research draws from an online survey to snap-shot the current state of OSS adoption in US academic libraries and provides a baseline for practice and research.

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JOHNSON, ALICE M., and ALBERT L. LEDERER. "The Effect of Communication Frequency and Channel Richness on the Convergence Between Chief Executive and Chief Information Officers." Journal of Management Information Systems 22, no. 2 (November 2005): 227–52. http://dx.doi.org/10.1080/07421222.2005.11045842.

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Liu, Xiaotao (Kelvin), and David S. Preston. "The Chief Information Officer: Impact on Organizational Forecasting Outcomes." Journal of the Association for Information Systems 22, no. 4 (2021): 968–1006. http://dx.doi.org/10.17705/1jais.00686.

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Management earnings forecasts are essential sources of information for organizational shareholders. However, many companies remain in a quandary about how to develop an appropriate governance structure within top management to produce high-quality forecasts. This study investigates how firms with chief information officers (CIOs) impact organizational outcomes in terms of both the frequency and the bias of management earnings forecasts. We integrate the following theories to formulate our hypotheses: upper echelons theory, agency theory, and information processing theory (in conjunction with strategic management literature). Using a sample of firm-years (2000 to 2010), we find robust support for the proposition that firms with CIOs are associated with reduced opportunistic bias in earnings forecasts. In addition, we find that, as information uncertainty increases, firms with CIOs generate management forecasts less frequently and exhibit a reduction in optimistic forecasting bias. Collectively, these findings provide a theory-based understanding of how firms with CIOs can influence forecasting outcomes.

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Ganapati, Sukumar, and Christopher G. Reddick. "Open e-government in U.S. state governments: Survey evidence from Chief Information Officers." Government Information Quarterly 29, no. 2 (April 2012): 115–22. http://dx.doi.org/10.1016/j.giq.2011.09.006.

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Orchard, J., J. Orchard, B. Toresdahl, I. Asif, D. Hughes, A. La Gerche, and C. Semsarian. "Cardiovascular Screening of Elite Athletes by Sporting Organisations in Australia: A Survey of Chief Medical Officers." Heart, Lung and Circulation 28 (2019): S360. http://dx.doi.org/10.1016/j.hlc.2019.06.528.

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Borowski, Piotr F. "Innovative Processes in Managing an Enterprise from the Energy and Food Sector in the Era of Industry 4.0." Processes 9, no. 2 (February 19, 2021): 381. http://dx.doi.org/10.3390/pr9020381.

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The paper analyzes issues related to production processes in learning organizations using innovative solutions based on the Industry 4.0 paradigm. This study was realized by surveys and observation of companies operating in the energy and food sectors. These are sectors that in recent years have started to intensively implement innovative solutions and are undergoing a transformation towards an intelligent (digital) enterprise, which uses virtual reality, supported by effectively controlling the non-player characters (NPCs). The presented examples can be inspiration for chief executive officer (CEOs), chief operating officers (COOs), and chief information officers (CIOs), the people managing companies for investment in innovative solutions. The implementation of Industry 4.0 solutions, as well as new machines design according state-of-the-art achievements of mechanical engineering rules, will allow companies to implement new products, achieve better results (e.g., more products with lower production cost), increase operational efficiency (e.g., lower energy and water consumption), and meet environmental requirements (e.g., reduce CO2 emission, introduce zero-emission energy production).

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Hiebl, Martin R. W. "Agency and stewardship attitudes of chief financial officers in private companies." Qualitative Research in Financial Markets 7, no. 1 (February 2, 2015): 4–23. http://dx.doi.org/10.1108/qrfm-12-2012-0032.

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Purpose – This paper aims to explore the differing attitudes of salaried chief financial officers (CFOs) that can be associated with agency theory and stewardship theory. CFO attitudes are investigated because CFOs typically face additional agency conflict in their roles as overseers of the financial and accounting functions that are responsible for the production of numerical information used as a basis for incentive compensation. Design/methodology/approach – A qualitative field study of 14 large privately held Austrian manufacturing companies was conducted. The findings rely on information retrieved from 18 semi-structured interviews conducted with individuals from these companies. Findings – The findings reveal a number of contextual factors that influence stewardship and agency attitudes of salaried CFOs. CFOs, who mainly report formally to owners, perceive more control in the hands of the owners. Short-term management appointments appear to facilitate agency-like behavior, whereas the existence of owner–managers and the typical CFO's maturity in terms of age and wealth seem to nurture stewardship behavior. Research limitations/implications – Further (quantitative) research is needed to corroborate the findings in this study, which are derived from a qualitative research approach. Further research on agency and stewardship behavior should also include the view of principal with respect to agent actions, as this paper shows that principal opinion strongly affects the way agents perceive control. Practical implications – The findings suggest that the behavior of company owners can influence and change a manager's agency or stewardship attitude. Owners who desire a culture of stewardship should set long-term goals and facilitate long-term management appointments. Moreover, owners can lower a manager's perceived level of owner control by adopting an active role in management. Originality/value – This paper is the first to analyze stewardship and agency attitude of salaried CFOs in privately held companies. It, therefore, adds to the current literature on the role of the CFO, as well as to the literature on governance issues in privately held firms.

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Lederer, Albert L., and Rajesh Mirani. "Anticipating the Benefits of Proposed Information Systems." Journal of Information Technology 10, no. 3 (September 1995): 159–69. http://dx.doi.org/10.1177/026839629501000304.

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The assessment of the anticipated benefits of new information systems (IS) is important to IS planning. A study of the anticipated benefits of 178 projects as seen by IS managers and analysts revealed nine benefit factors. Business redesign emerged as the most important benefit. Some benefits are much more highly quantified than others. Organizations planned to spend more on projects whose top benefit was workforce reduction. Researchers can use these findings to study why and how organizations achieve the benefits of some proposals. Chief information officers can use them to help deliver new systems that better meet top management's expectations.

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Cohen, Jason, and Claire M. Dennis. "Chief information officers: an empirical study of competence, organisational positioning and implications for performance." South African Journal of Economic and Management Sciences 13, no. 2 (December 3, 2010): 203–21. http://dx.doi.org/10.4102/sajems.v13i2.46.

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The role and contribution of the firm’s Chief Information Officer has been the subject of much debate and uncertainty. Yet, too few empirical studies have examined the implications of the CIO role. This study examined the effects of CIO demography, CIO competencies as well as CIO organisational positioning on the contribution of information systems (IS&T) to business performance. Data was collected from 111 South African companies and results revealed that CIO business, interpersonal/political and technology management competence have significant direct effects on the dependent variable. The effect of CIO organisational position, including structural power and political relationship, was found to be mediated by CIO competence. CIO work experience also impacted the contribution of IS&T. Results have important implications for our understanding of the competencies and organisational positioning required of executives charged with the responsibility for information systems and technology management.

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Pervan, Graham. "How chief executive officers in large organizations view the management of their information systems." Journal of Information Technology 13, no. 2 (June 1998): 95–109. http://dx.doi.org/10.1080/026839698344882.

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Pervan, Graham. "How Chief Executive Officers in Large Organizations View the Management of their Information Systems." Journal of Information Technology 13, no. 2 (June 1998): 95–109. http://dx.doi.org/10.1177/026839629801300203.

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As part of a research programme on key information systems (IS) management issues, a survey of Australasia's largest organizations was conducted to identify which issues were perceived by their chief executive officers (CEOs) as being important, problematic and critical over the next 3–5 years. The results reported are based on a moderate response rate (though perhaps reasonable for the target group) but formal testing showed an absence of non-response bias. The most critical issues were revealed to be a mix of technology management issues (managing and measuring the effectiveness of the information technology (IT) infrastructure, and disaster recovery), strategic management issues (business process redesign, competitive advantage, and information architecture), people and support management issues (organizational learning, and executive and decision support) and systems development and data management issues (effective use of the data resource and effectiveness of software development). This reflects their interest in a wide range of issues, but all with an organization-wide focus. The non-critical issues were mostly related to the individual technologies and the place and role of IS in the organization. While the CEOs showed some agreement with their chief information officers (CIOs) on issues such as the IT infrastructure, competitive advantage and organizational learning, some distinct differences exist, particularly in relation to the quality and effectiveness of systems and processes and also how CEOs and CIOs perceive the IT knowledge of the CEOs.

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Reilly, John J., Adrienne R. Hughes, Xanne Janssen, Kathryn R. Hesketh, Sonia Livingstone, Catherine Hill, Ruth Kipping, Catherine E. Draper, Anthony D. Okely, and Anne Martin. "GRADE-ADOLOPMENT Process to Develop 24-Hour Movement Behavior Recommendations and Physical Activity Guidelines for the Under 5s in the United Kingdom, 2019." Journal of Physical Activity and Health 17, no. 1 (January 1, 2020): 101–8. http://dx.doi.org/10.1123/jpah.2019-0139.

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Background: This article summarizes the approach taken to develop UK Chief Medical Officers’ physical activity guidelines for the Under 5s, 2019. Methods: The Grading of Recommendations Assessment, Development and Evaluation (GRADE)-Adaptation, Adoption, De Novo Development (ADOLOPMENT) approach was used, based on the guidelines from Canada and Australia, with evidence updated to February 2018. Recommendations were based on the associations between (1) time spent in sleep, sedentary time, physical activity, and 10 health outcomes and (2) time spent in physical activity and sedentary behavior on sleep outcomes (duration and latency). Results: For many outcomes, more time spent in physical activity and sleep (up to a point) was beneficial, as was less time spent in sedentary behavior. The authors present, for the first time, evidence in GRADE format on behavior type–outcome associations for infants, toddlers, and preschoolers. Stakeholders supported all recommendations, but recommendations on sleep and screen time were not accepted by the Chief Medical Officers; UK guidelines will refer only to physical activity. Conclusions: This is the first European use of GRADE-ADOLOPMENT to develop physical activity guidelines. The process is robust, rapid, and inexpensive, but the UK experience illustrates a number of challenges that should help development of physical activity guidelines in future.

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Shabazian, Ani N. "Voices That Matter: Chief Administrative Officers’ Role in the Student Discipline Gap." Urban Education 55, no. 1 (June 5, 2016): 66–94. http://dx.doi.org/10.1177/0042085916651319.

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This study explores how community socioeconomic status (SES), geographical location, and administrator perspectives influence the implementation of exclusionary disciplinary policies. Using Geographical Information Systems mapping technology, in-depth interviewing, and document analysis, this study finds that schools located in high SES sectors have higher rates of exclusionary disciplinary practices, whereas schools located in low SES sectors have lower levels. The findings also indicate five normative values that influence leadership’s decisions to exclude students more frequently. These guiding belief systems include productive efficiency, equality versus equity, the potential of legal liability, prescribing to a cultural deficit ideology, and the notion of strict surveillance.

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Fan, Bo, and Jifeng Luo. "Benchmarking scale of e-government stage in Chinese municipalities from government chief information officers’ perspective." Information Systems and e-Business Management 12, no. 2 (June 19, 2013): 259–84. http://dx.doi.org/10.1007/s10257-013-0225-0.

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Schaeffer, Donna M., and Donald (Nick) Rouse. "Effective Academic Advisory Committee Relationships." Contemporary Issues in Education Research (CIER) 7, no. 1 (December 30, 2013): 23. http://dx.doi.org/10.19030/cier.v7i1.8308.

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Recently, accrediting bodies are placing great responsibility for accountability on universities and academic schools, departments, and programs. The goal of the increased accountability is improved quality of teaching and learning. In this paper, we describe several levels of accountability for quality teaching and learning in a small, private, liberal arts college. We describe the role the Universitys Board of Trustees. Moving to the School of Business Administration, we explain several activities the Board of Visitors facilitate and participate in. Then, we localize to the Department of Information Systems and Management Science, which has had an advisory committee comprised of award-winning Chief Information Officers and Chief Technology Officers since 2009-2010. Finally, we describe efforts involved in building an advisory committee for a new academic program within the department, the Bachelors in Health Information Management (HIM). This examination provides insights and examples for others who are seeking to establish or re-invigorate their relationships with advisors. It is interesting in that some cases the advisory committee is mandated by law, e.g., the University of Board of Trustees, others are voluntary, e.g., the Schools Board of Visitors and the departments advisory committee, and still others may be prescribed and required by accrediting bodies within particular fields, e.g., the Health Information Management (HIM) program.

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Lee, Ya-Ching, Pin-Yu Chu, and Hsien-Lee Tseng. "Exploring the relationships between information technology adoption and business process reengineering." Journal of Management & Organization 15, no. 2 (May 2009): 170–85. http://dx.doi.org/10.1017/s1833367200002777.

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AbstractThis study investigates the impacts of information technology on business process reengineering from intra- and extra-organizational perspectives. This research proposes a framework for facilitating business process reengineering efforts towards competitive organizations. The framework was tested using data from a sample of 382 chief information officers or senior information systems managers, each of whom completed a survey. The survey results indicate that organizational innovation, market pressure and competitive intensity positively affect information technology adoption, which in turn trigger changes or business process in terms of workplace, workforce and business structure.

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Lee, Ya-Ching, Pin-Yu Chu, and Hsien-Lee Tseng. "Exploring the relationships between information technology adoption and business process reengineering." Journal of Management & Organization 15, no. 2 (May 2009): 170–85. http://dx.doi.org/10.5172/jmo.837.15.2.170.

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AbstractThis study investigates the impacts of information technology on business process reengineering from intra- and extra-organizational perspectives. This research proposes a framework for facilitating business process reengineering efforts towards competitive organizations. The framework was tested using data from a sample of 382 chief information officers or senior information systems managers, each of whom completed a survey. The survey results indicate that organizational innovation, market pressure and competitive intensity positively affect information technology adoption, which in turn trigger changes or business process in terms of workplace, workforce and business structure.

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Van den Abbeele, Alexandra. "Discussion of Integrated Information Systems, Alliance Formation, and the Risk of Information Exchange between Partners." Journal of Management Accounting Research 28, no. 3 (September 1, 2016): 19–23. http://dx.doi.org/10.2308/jmar-10501.

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ABSTRACT Christ and Nicolaou (2016) develop a model predicting that when firms are engaged in alliances with multiple objectives, they are more likely to use Integrated Information Systems (IIS) and more extensive formal controls to manage alliance risk. In addition, they hypothesize that higher levels of IIS are associated with lower information exchange risk and subsequently lower overall alliance risk. Finally, they argue that the relationship between IIS and information exchange risk is mediated by alliance formalization (i.e., the use of formal controls). They test the model using a survey of 116 chief financial officers from U.S. public companies with strategic alliance activity. In this discussion paper, I highlight the main contributions of Christ and Nicolaou (2016), discuss some concerns, and provide some suggestions for future studies.

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Johns, M. L. "The Development of a Graduate Program in Health Information Management." Methods of Information in Medicine 33, no. 03 (1994): 278–81. http://dx.doi.org/10.1055/s-0038-1635032.

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Abstract:The development of a graduate program in Health Information Management is described. The purpose of the program is to prepare individuals to assume executive level roles in a variety of health-care enterprises in health information resources management. The curriculum is based on empirical findings of a role delineation study of chief information officers (ClOs) in the USA. A model of professional practice of the CIO was developed from study findings which describes the role of the CIO from the standpoint of functional areas of entrepreneur, resource allocator, negotiator, information disseminator, information monitor, leader, and operations manager.

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Shivers, Jennifer, Joseph Amlung, and Theresa Cullen. "An HIT Ecosystem Capability Maturity Model for System-Wide Implementation, Management, and Governance." ACI Open 04, no. 02 (July 2020): e102-e107. http://dx.doi.org/10.1055/s-0040-1715171.

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Abstract Background An effective health system is dependent on the people, processes, and technology required to support its successful use. Technology, including essential health information technology (HIT) components, is not enough to successfully support quality patient care delivery. Without a strong support structure, HIT tools and data alone will fail to meet the desired goal of quality patient care that achieves health equity. Multiple factors, including governance processes, policies, and standards, are critical for the development, implementation, and consistent and effective use of clinical HIT systems and the resulting data. A comprehensive model that provided support for a holistic assessment of the HIT ecosystem could not be identified. The Facility HIT Ecosystem Capability Maturity Model (ECMM) was designed in response to this need. Objectives This project was designed to create and propose a comprehensive framework for self-assessment and support of a maturation pathway for a facility's comprehensive HIT ecosystem, including governance processes, policies, and standards. Methods Iterative methods based on agile and human-centered design practices were used to create and validate the framework and its contents. Results The ECMM and toolkit support a health care facility's clinical or technical leadership, including chief medical officers, chief information officers, and chief medical/health/nursing informatics officers, in identifying and assessing policies, processes, and capabilities surrounding HIT. This framework supports iterative evaluation and step-ladder style progression and goal setting to achieve desired capabilities, both at the local level and at the level of supporting organizations. Reviewer feedback was used to provide iterative tool improvement and refinement. Conclusion The proposed HIT maturity model toolkit showed potential as a tool to help empower health care facilities and their leadership to advance their HIT ecosystem.

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Nicolini, Davide, John Powell, and Maja Korica. "Keeping knowledgeable: how NHS chief executive officers mobilise knowledge and information in their daily work." Health Services and Delivery Research 2, no. 26 (August 2014): 1–96. http://dx.doi.org/10.3310/hsdr02260.

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Kathuku, Jane Karambu, Dr Patrick Karanja Ngugi, and Dr Willy Muturi. "INFLUENCE OF COMMERCIAL BANKS’ CUSTOMER RELATIONSHIP MARKETING (CRM) STRATEGY ON GROWTH OF MSES IN KENYA." International Journal of Marketing Strategies 1, no. 1 (October 11, 2016): 1–11. http://dx.doi.org/10.47672/ijms.27.

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Purpose: The main purpose of this study was to establish the influence of commercial banks’ customer relationship marketing (CRM) strategy on growth of MSEs in Kenya.Methodology: The study employed a descriptive survey design with a population of 2,519,457 MSEs in Kenya and the chief credit officers from the 44 commercial banks in Kenya. The bank chief credit officers and MSEs owners were targeted for information by this study because they were likely to be the decision makers. The chief credit officers who were sampled from the headquarters of the commercial banks were actively involved in making lending decisions. The researcher used purposive sampling to select respondents. The sample size which was purposively selected was comprised of 352 respondents. The study will use questionnaires to collect data from the field. Both quantitative and qualitative data gathered will be coded and analyzed using Statistical Package for Social Sciences (SPSS) computer software. Descriptive statistics was used to analyze the data in frequency distributions and percentages which were presented in tables and figures. Inferential statistics were used to analyze qualitative data.Results: The study found out that commercial banks’ customer relationship marketing (CRM) strategy have a positive and significant effect on MSEs Growth.Unique contribution to practice and policy: It was recommended that commercial banks should improve on customer relationship management to enhance the growth of MSEs. This study demonstrated that keeping banking relationships can be beneficial to firms, in so far as contact between the commercial banks and MSE can improve the availability of funds and lower their costs.

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Reddick, PhD, Christopher G., and Dianne Rahm, PhD. "Perceptions of emergency management in US cities: A survey of Chief Administrative Officers." Journal of Emergency Management 8, no. 6 (November 1, 2010): 29. http://dx.doi.org/10.5055/jem.2010.0037.

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This article provides data drawn from a survey of 131 Chief Administrative Officers (CAOs) in the 200 largest US cities. Much of the existing policy research on emergency management has focused on the extent of collaboration between and across government units and the civil sector. This study focuses on CAOs’ perceptions of risk, the use of information technology, and emergency management program management. This study analyzes the differences in the views of CAOs. Those who see their cities at particular risk of terrorist threat and/or natural disaster view the aspects of risk, technology, and program management differently than do CAOs who do not believe they are at heightened risk.

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Cho, Vincent, and Robert Wright. "Exploring the evaluation framework of strategic information systems using repertory grid technique: a cognitive perspective from chief information officers." Behaviour & Information Technology 29, no. 5 (September 2010): 447–57. http://dx.doi.org/10.1080/01449290802121206.

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McElrath, Eileen. "Challenges That Academic Library Directors Are Experiencing as Perceived by Them and Their Supervisors." College & Research Libraries 63, no. 4 (July 1, 2002): 304–21. http://dx.doi.org/10.5860/crl.63.4.304.

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The study examines perceptions of challenges reported by academic library directors and the chief academic officers to whom they report. Findings indicate that perceptions about user satisfaction were similar, that the challenge of serials was perceived to be the greatest challenge, that perceptions are related about the challenges of diversity and hardware, and that challenges of organizational change and crime in libraries appear to be influenced by age and length of tenure. Findings further indicate that training and the budget are related.

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