Dissertations / Theses: 'Chief'

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Carver, James Richmond. "CMO: Chief Marketing Officer or Chief "Marginalized" Officer." Diss., The University of Arizona, 2009. http://hdl.handle.net/10150/195407.

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Traditionally, research investigating marketing's role and influence within the firm has focused on the marketing department and its ability to affect future firm strategies. Consequently, little is known about the antecedents of a Chief Marketing Officer's (CMO) role or influence. Yet the position of CMO is quite unique. Unlike other executive officers (e.g., CFOs), no reliable external validation or accreditation is generally recognized, required, or mandated. Similarly, firms are increasingly calling for their CMOs to justify their own existence, and many are even considering abandonment of the position entirely.The goal of this investigation is to understand how CMOs can generate influence within their respective firms given a lack of reliable external credentials. However, the current business press seems to suggest that there currently exists a great bias towards marketing in general and CMOs in particular. As a result, the current investigation uses a competing models approach to study CMO influence. Drawing upon the literature pertaining to competition, the author suggests that individuals, like firms, can generate their own competitive advantage by possessing unique bundles of resources (e.g., information). This is the common element in both models. As the uniqueness of the information provided by the CMO increases, other executive officers within the firm are more likely to confer expertise power to the CMO, which in turn leads to greater influence. The two models diverge as organizational legitimacy is introduced. In one model, the Socially Contingent model, the CMO can only garner expertise power to the extent that s/he possesses organizational legitimacy. In such a case, CMOs that lack organizational legitimacy will be unable to realize any gains in expertise power regardless of the uniqueness of their informational resources (i.e., organizational legitimacy moderates the relationship between the uniqueness of the information provided and expertise power). In the second model, the Merit-Based model, organizational legitimacy mediates the relationship between a CMO's expertise power and his/her influence. As a CMO's perceived expertise increases, other executive officers are more likely to support the CMO's initiatives, which in turn lead to greater influence during strategy design and implementation.

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Taylor, Michael. "Native American images as sports team mascots from Chief Wahoo to Chief Illiniwek /." Related electronic resource: Current Research at SU : database of SU dissertations, recent titles available full text, 2005. http://wwwlib.umi.com/cr/syr/main.

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Garcia, Munoz Alejandro. "Leadership competencies for effective hospital chief executive officers and chief medical officers in Mexico." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1543405.

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This study identified a leadership competency model for developing healthcare executives in Mexico based on the National Center for Healthcare Leadership (NCHL) Model. Eleven chief executive officers and chief medical officers were interviewed. They considered 86% of the National Center for Healthcare Leadership (NCHL) competencies as very important or vital and perceived a gap in the performance of these competencies. They also identified additional vital competencies beyond the scope of the NCHL's model. Participants also reported that leadership development and succession planning programs were lacking. Recommendations are to design a leadership development program using the NCHL model as a framework and further customizing the approach per the organization's unique mission, vision, strategy, values, and circumstances. The NCHL is offered as a general strategy for leader development that could be useful in the Mexican private healthcare industry, based on some "best practices" in the design and implementation of the leadership programs.

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Oyos, Matthew M. "Theodore Roosevelt : commander in chief /." The Ohio State University, 1993. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487844105974004.

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Tanga, Vikas Reddy. "The Chief Security Officer Problem." Thesis, University of North Texas, 2018. https://digital.library.unt.edu/ark:/67531/metadc1404557/.

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The Chief Security Officer Problem (CSO) consists of a CSO, a group of agents trying to communicate with the CSO and a group of eavesdroppers trying to listen to the conversations between the CSO and its agents. Through Lemmas and Theorems, several Information Theoretic questions are answered.

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Chandler, Kristie B. (Kristie Byrne). "Importance and Responsibility of Student Development Goals Among Chief Academic and Chief Student Affairs Officers." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc279083/.

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The purpose of the study was to determine if there were significant differences in the perceived importance and responsibility of student development goals between chief academic officers (CAOs) and chief student affairs officers (CSAOs). The population for this study consisted of CAOs and CSAOs at liberal arts institutions located in 15 southern states.

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Lourens, Riaan. "Strategic corporate innovation factors affecting the transitioning from Chief Information Officer to Chief Innovation Officer." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52429.

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It is imperative for organisations to gain an enhanced understanding of the various strategic elements influencing their corporate innovation in order to continuously remain competitive. Owing to the ever-increasing pace of technology advancement, Chief Information Officers (CIOs) are becoming better positioned to influence the innovation performance of their organisations. Moreover, in pursuit of increasing the value return of strategic innovation endeavours, the roles of Chief Innovation Officers (CInOs) and other C-suite officers have been growing in recent years. However, despite corporate innovation becoming a popular research topic, there is a limited understanding of what strategic elements are influencing the corporate innovation performance of private South African companies. In addition, research concerning the relationship between corporate innovation performance and the necessary competencies and traits of CIOs and CInOs remains scarce. In order to fully understand these noteworthy issues, the perspectives of both CIOs and CInOs have become equally important. This research utilised a series of semi-structured qualitative interviews and collected feedback from 35 CIOs or CInOs of private organisations in Johannesburg, South Africa. The findings revealed that firstly, extant literature is general misguided in its assumption that corporate innovation is a one-size-fits-all concept. Respondents clearly demonstrated that there is no blueprint for corporate innovation as different business units and companies experience different contexts. Secondly, the research was able to identify six strategic levers and propose a holistic landscape for corporate innovation. It is through understanding how a business unit can cleverly combine relevant strategic levers within the corporate innovation landscape that enhances organisational competitiveness. It is therefore envisaged that these levers and holistic landscapes can assist novice managers and seasoned leaders to better assess their innovation endeavours. The findings also demonstrated a knowledge gap amongst respondents with regards to understanding the interplay between the formal and informal corporate innovation components. Lastly, the important competencies and traits that enable one to drive corporate innovation initiatives are proposed. iii By combining the findings of in-depth interviews, this research was able to propose a preliminary model. The outcome of this research may contribute towards an understanding of the potential barriers and enablers to corporate innovation related to both the formal and informal organisation, ultimately assisting the transitioning of the CIO into the role of the CInO
Mini Dissertation (MBA)--University of Pretoria, 2015.
ms2016
Gordon Institute of Business Science (GIBS)
MBA
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Rosser, Manda Hays. "Chief executive officers: their mentoring relationships." Texas A&M University, 2004. http://hdl.handle.net/1969.1/1474.

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The majority of mentoring research has explored mentoring from the vantage point of protégé perceptions, reactions, experiences, and development (Wanberg et al. 2003; Kram, 1988). Participants in mentoring studies have commonly been employees, college students, or mid-level managers. Little is known regarding the impact of mentoring roles in relation to top executives who are, over the span of their careers, likely to participate in developmental relationships as both mentor and protégé. In fact, accessing people who are active CEOs has been extremely problematic for a majority of interested researchers (Thomas, 1995). Limited research on mentoring and especially that on CEOs is used to inform the current Human Resource Development (HRD) scholarship and practice. The current study will inform HRD and provide insight into how mentoring relationships can be used to develop individuals in organizations. Key findings from this study were reported from a qualitative study (Moustakas, 1994) involving twelve CEOs of large for-profit US corporations who detailed their experiences as both mentors and protégés. Emerging themes from the larger study overlap, in part, with key mentoring functions as identified by Kram (1988). In addition to reinforcing and informing the work of Kram (1988), key CEOs provided insight regarding their experiences in long-term (several years or more) mentoring relationships. The combined themes resulted in a framework demonstrating the development of mentoring relationships. In addition to a general discussion of a mentoring framework, I focused the study primarily on CEO perceptions regarding the impact of their mentoring related experiences on 1) how their mentors have impacted their development; 2) how they mentor others; and 3) the relational elements in mentoring relationships. Because a rarely assessed population was studied, scholars and practitioners in HRD will gain a unique understanding and greater insight into how mentoring relationships develop professionals, particularly CEOs.

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Gavin, James. "The copy chief and other stories." Thesis, Boston University, 2012. https://hdl.handle.net/2144/31558.

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Thesis (M.F.A.)--Boston University. Please note: creative writing theses are permanently embargoed in OpenBU. No public access is forecasted for these. To request private access, please click on the locked Download file link and fill out the appropriate web form.
2031-01-01

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Haight, Veronica D. "What Do Chief Learning Officers Do? An Exploratory Study of How Chief Learning Officers Build Learning Organizations." Thesis, The George Washington University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10258744.

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This study was designed to determine what it is that Chief Learning Officers do to build the learning organization by examining interview data from current Chief Learning Officers using the constructs of change and leadership. The study sample included current Chief Learning Officers who work for U.S. based organizations within the U.S. and have been in their current Chief Learning Officer position for at least two years.

The study used a qualitative, exploratory methodology combined with phone or face-to-face interviews in order to gather data. The data was analyzed using the Systems Learning Organization Model (Marquardt, 2011). 20 Chief Learning Officers were interviewed for approximately 60 minutes each and asked the same series of questions in order to further explore how Chief Learning Officers use leadership and change to build the learning organization.

The study findings show that Chief Learning Officers do four things to build the learning organization: 1. They themselves collaborate with others inside and outside of the organization, and encourage others to do so as well; 2. They assess and measure their learning and development programs on a consistent basis; 3. They seek and secure funding and other resources for their learning and development opportunities; 4. They have a vision for their learning organization, and realize that vision through strategy development and implementation.

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Kolev, Gueorgui I. "Behavioural Biases and Chief Executive Officers Compensation." Doctoral thesis, Universitat Pompeu Fabra, 2009. http://hdl.handle.net/10803/7408.

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Esta tesis consiste de tres ensayos. En el primero, documentamos la correlación imaginaria entre las decisiones de compensación de los ejecutivos (CEO) al demostrar que el hándicap de los ejecutivos que juegan al golf no está correlacionado con su desempeño en la empresa mientras que sí lo está con su compensación. Los golfistas ganan más que los que no juegan al golf, y las pagas se incrementan con la habilidad en este juego. En el segundo ensayo explicamos la reciente espiral de las compensaciones de los ejecutivos basados en el sesgo de atribución fundamental. El análisis de las series temporales agregadas y de datos de sección cruzada correspondiente a la burbuja del mercado accionario en los noventa sugiere que los accionistas exageran al atribuir las subidas y bajadas de los precios de las acciones corporativas a las aptitudes de liderazgo del ejecutivo mientras que subestiman el rol de las fluctuaciones del mercado accionario que se encuentran fuera del control de estos. En el tercer ensayo demostramos que un gran número de Ofertas Públicas Iniciales predice sistemáticamente, tanto dentro como fuera de la muestra, el subsiguiente bajo rendimientos agregado y ponderado, y la diferencia de rendimientos entre las pequeñas y grandes firmas.
This thesis consists of three essays. In the first, we document illusory correlation in CEO compensation decisions by demonstrating that golf handicaps of CEOs are uncorrelated with corporate performance, but related to CEO compensation. Golfers earn more than non-golfers and pay increases with golfing ability. In the second essay we propose a fundamental attribution bias-based explanation of the recent explosive growth in CEO pay. Analysis of aggregate time series data and cross sectional data from the late 1990s stock market bubble period suggests that shareholders overattribute prominent increases and decreases in the prices of corporate stocks to the leadership and skill of the CEOs and underestimate the role of stock market fluctuations that are beyond CEO control. In the third essay we show that increases in the number of Initial Public Offerings reliably predicts in-sample and out-of-sample decreases in subsequent equally weighted aggregate stock returns and the return differential between small and big firms.

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Forsberg, Niclas, Lars-Åke Wahlberg, and Johan Bengtsson. "Chief Information Officer : A business strategy resource?" Thesis, Jönköping University, JIBS, Business Informatics, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-728.

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This thesis aims at describing the CIO role from the perspective of two interviews and the literature on the subject. Our research questions mainly focus on the actual work of a CIO and are answered by providing a framework on how to view the CIO and the influence of the CIO. Influence meaning both on business and IT strategy. We have answered what the CIO role implies and how it is used in different organizations. To do this we have scanned current literature and also conducted two interviews with CIO’s from completely different organizations and resources. A framework for understanding how the IT strategy and business strategy is linked with the CIO as a resource has been created and our interview findings are presented in this framework. We have also found that the CIO with little involvement in overall business strategy decisions has less influence on the IT strategy. This is ex-plained by the nature of the organization and the view of IT.

A CIO’s primary function could be to strategically align IT with business or to make sure that the IT systems runs flawless. These can be viewed as counterpoints but since the role today is changing from being operative to working more with strategic questions it is not a strange finding. The influence a CIO has in business strategy questions ranges from none to a lot, based on how the CIO role is defined by the organization. This is also well in line with the view of IT. When viewing IT as something that has the possibility to gain competitive advantage, IT gain more credibility, hence the CIO gains more influence on business strategy decisions. We also found that the CIO not only has the overall responsibility of IT in the organization, but also that s/he is supposed to work with questions of concern to the business. This forces the CIO to have an understanding of the end-customer, which in itself creates a better understanding for the business strategy. The CIO should work with questions that not only meet the current demand of the organization they support, but also future needs and potential opportunities where IT can be of specific interest.

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HAMAJIMA, NOBUYUKI. "Message from the New Editor-in-Chief." Nagoya University School of Medicine, 2006. http://hdl.handle.net/2237/16764.

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Deiter, Patricia Anne. "A biography of Chief Walter P. Deiter." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/mq30462.pdf.

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Tsang, Wai-lun, and 曾偉倫. "Residence for the Chief Executive of HKSAR." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31984174.

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Bowers, Whittington Lee. "Chief Executive Officer Turnover In U.S. Hospitals." UNF Digital Commons, 1995. http://digitalcommons.unf.edu/etd/146.

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The annual rates of hospital Chief Executive Officer (CEO) turnover are important to track and evaluate for several reasons. Like other industries, the extent of hospital CEO turnover on an aggregate level is an indicator of the current instability and pace of change within the hospital industry. Sudden large changes in leadership trends can indicate broad changes in the industry, and small changes can indicate a general satisfaction with the status-quo. Since hospitals still dominate and have considerable influence over other sectors of the health care industry, the extent of hospital leadership changes, and the causes of those changes, are also potential indicators and predictors of the regulatory, structural, and financing directions for the entire health care industry. Trends in the types of hospitals with high and low CEO turnover can isolate potential problem areas, and potential characteristics of CEO stability.

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Jörgner, Klara, and Greta Gärdebäck. "Chief Digital Officer - Framgångsrecept för digital transformation?" Thesis, Malmö universitet, Fakulteten för teknik och samhälle (TS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-20177.

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Studien syftar till att undersöka hur Chief Digital Officer (CDO) arbetar med digital transformation inom den offentliga sektorn. Den forskningsstrategi som har tillämpats i uppsatsen är fallstudie, eftersom att studiens syfte var att undersöka och analysera en specifik roll på djupet. Studien har en kvalitativ karaktär där en fenomenologisk ansats har applicerats då studien tar sin utgångspunkt från flera CDO:s erfarenheter och upplevelser. Studiens datainsamling har bestått av inhämtning av befintlig forskning från vetenskapliga källor och intervjuer. Semistrukturerade intervjuer genomfördes med fem respondenter, som besitter rollen som CDO i en svensk kommun, för att samla in kvalitativ data som utgjorde studiens empiriska material. En av intervjuerna genomfördes med ett frågeformulär som skickades till respondenten via mail. De slutsatser som har kunnat dras utifrån studiens undersökning är att valet av en CDO till största del grundas i personens erfarenheter och delvis i kommunens behov av digital transformation. Det har konstaterats att det är till CDO:s fördel att placeras nära det högst beslutande organet inom kommunen samt att rollen som CDO innebär att agera förändringsledare. Rollens framtid, inom offentlig verksamhet, är oviss då det finns aspekter som pekar på både dess utveckling och avveckling.
The study aims to investigate how the role of the Chief Digital Officer (CDO) adapts the work with digital transformation in the public sector. The research strategy that has been applied in the thesis is case study, since the purpose of the study was to investigate and analyze a specific role. The study is qualitative in which a phenomenological approach has been applied since the study is based on several CDOs’ own experiences. The collection of data has been carried out by existing research from scientific sources and by collecting empirical material from the chosen respondents through semi-structured interviews. One of the interviews was conducted through a mail conversation. All the respondents possessed the role of a CDO in a Swedish municipality. The conclusion that can be made from the study is that the choice of the CDO is largely based on the person’s experiences and partly the municipality’s requirements for digital transformation. It has also been found that it is an advantage for the CDO to be placed close to the decision-maker in the municipality and the role implies to act as a change leader. The future of the role, in the public sector, is unpredictable as there are aspects that point to both its development and settlement.

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Ritchey, David (David Benjamin. "George Washington's Development as an Espionage Chief." Thesis, University of North Texas, 1993. https://digital.library.unt.edu/ark:/67531/metadc500803/.

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The American Revolution was a war of movement over great distances. Timely intelligence regarding the strength and location of the enemy was vital to the commanders on both sides. Washington gained his early experience in intelligence gathering in the wilderness during the French and Indian War. By the end of the American Revolution, Washington had become a skilled manager of intelligence. He sent agents behind enemy lines, recruited tory intelligence sources, questioned travelers for information, and initiated numerous espionage missions. Many heroic patriots gathered the intelligence that helped win the War for Independence. Their duties required many of them to pose as one of the enemy, and often incur the hatred of friends and neighbors. Some gave their lives in helping to establish the new American nation. It is possible that without Washington's intelligence service, American independence might not have been won.

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Egelston, Phillip Andrew. "Stapleton Crutchfield : Stonewall Jaackson's chief of artillery /." Thesis, This resource online, 1994. http://scholar.lib.vt.edu/theses/available/etd-05092009-040511/.

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Tsang, Wai-lun. "Residence for the Chief Executive of HKSAR." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25951543.

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Menezes, Nina E. "Random generation and chief length of finite groups." Thesis, University of St Andrews, 2013. http://hdl.handle.net/10023/3578.

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Part I of this thesis studies P[subscript(G)](d), the probability of generating a nonabelian simple group G with d randomly chosen elements, and extends this idea to consider the conditional probability P[subscript(G,Soc(G))](d), the probability of generating an almost simple group G by d randomly chosen elements, given that they project onto a generating set of G/Soc(G). In particular we show that for a 2-generated almost simple group, P[subscript(G,Soc(G))](2) 53≥90, with equality if and only if G = A₆ or S₆. Furthermore P[subscript(G,Soc(G))](2) 9≥10 except for 30 almost simple groups G, and we specify this list and provide exact values for P[subscript(G,Soc(G))](2) in these cases. We conclude Part I by showing that for all almost simple groups P[subscript(G,Soc(G))](3)≥139/150. In Part II we consider a related notion. Given a probability ε, we wish to determine d[superscript(ε)] (G), the number of random elements needed to generate a finite group G with failure probabilty at most ε. A generalisation of a result of Lubotzky bounds d[superscript(ε)](G) in terms of l(G), the chief length of G, and d(G), the minimal number of generators needed to generate G. We obtain bounds on the chief length of permutation groups in terms of the degree n, and bounds on the chief length of completely reducible matrix groups in terms of the dimension and field size. Combining these with existing bounds on d(G), we obtain bounds on d[superscript(ε)] (G) for permutation groups and completely reducible matrix groups.

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Buggenhagen, John E., Valerie J. Clote, Angela M. Dixon, Clark D. Fitzsimmons, Katherine C. Forman, Erik R. Gain, Brian K. Galloway, et al. "GEOPHYSICAL SURVEYS IN THE COPPER CHIEF MINE AREA." LASI Laboratory for Advanced Surface Imaging, The University of Arizona (Tucson, AZ), 1992. http://hdl.handle.net/10150/624557.

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Berberian, Glyssie Mills. "The chief priest Zadok in tradition and history." Online full text .pdf document, available to Fuller patrons only, 2002. http://www.tren.com.

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Liang, Jia-Wen. "Relative performance evaluation and product market competition /." view abstract or download file of text, 2002. http://wwwlib.umi.com/cr/uoregon/fullcit?p3061955.

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Thesis (Ph. D.)--University of Oregon, 2002.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 75-77). Also available for download via the World Wide Web; free to University of Oregon users.

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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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Benton, James A. "Perceptions of online distance education within the North Carolina community college system by chief academic officers and chief distance education officers." [Johnson City, Tenn. : East Tennessee State University], 2001. http://etd-submit.etsu.edu/etd/theses/available/etd-0814101-125923/unrestricted/bentonj08242001.pdf.

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Reddy, Vejaykumaran. "Positioning the role of chief technology officer in an organisation." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/25674.

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The technology landscape has changed dramatically over the past three decades. Organisations encounter extreme difficulty in managing their core capabilities which are enabled by technology. In light of this, organisations require strategic individuals who can continually carry the organisation to the new s-curve which will afford them the competitive advantage. The purpose of this study is to assist the Chief Technology Officer (CTO) and the c-level suite executives to effectively and appropriately position the CTO in an orgainsation. This will prevent Chief Information Officer (CIO) / CTO distortion and ensure that the CTO is being evaluated fairly. The findings of academics, as is evident in the literature review, underscore the essence of my finding that the position of the CTO in an organisation is not fully understood. The researcher has revised the current CTO models to develop the new ‘CTO TIE model’. This research highlights the viewpoint that the positioning of the CTO role will be influenced by two key variables; whether the CTO reports to the CIO or CEO? and whether the company is internally or externally technology focused? Copyright
Dissertation (MBA)--University of Pretoria, 2010.
Gordon Institute of Business Science (GIBS)
unrestricted

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Manuel, Walter F. "Who becomes a Limited Duty Officer and Chief Warrant Officer an examination of differences of Limited Duty Officers and Chief Warrant Officers." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2006. http://library.nps.navy.mil/uhtbin/hyperion/06Jun%5FManuel.pdf.

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Thesis (M.S. in Leadership and Human Resource Development)--Naval Postgraduate School, June 2006.
Thesis Advisor(s): Armando Estrada, Cary Simon. "June 2006." Includes bibliographical references (p.55-56). Also available in print.

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van, der Hoven Christopher. "The role and contribution of the Chief Technology Officer." Thesis, University of Cambridge, 2011. https://www.repository.cam.ac.uk/handle/1810/240632.

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The Role and Contribution of the Chief Technology OfficerThe role of the Chief Technology Officer (CTO) came about because of new organisational demands on technology leaders in the 1980s. The initial research objective of this dissertation was to provide a clear scope of activities (a remit) for the CTO role. However, the analysis did not support a generic description for the role. Therefore, the approach taken explores CTO perspectives on technology management priorities when the technology context changes. There is limited literature on the role and contribution of the CTO per se. The resulting gap in the knowledge about the role is amplified by a wide variety of research methods and academic perspectives. From a theoretical point of view, the existing research tends to focus in isolation on the work being done, the working context or the worker (i.e. the CTO). There are studies that consider how the working context is changing, and studies that consider the work of the CTO, for example, the technology management priorities. There are still other studies that consider the attributes of the CTO. In this dissertation, these three perspectives - the working context, the work and the worker - are investigated in an integrated way using a data collection technique called 'personal role mapping' that is based on cognitive mapping. The 'personal role mapping' approach has been developed as part of this work. The evidence collected and analysed shows that the role of the CTO is highly idiosyncratic. This is because the CTO role changes as the organisation adapts in order to compete. Also, the role differs from one industry to another and between organisations within the same industry. To help deal with these variations, a CTO/Context Framework has been derived for use in conjunction with 'technology transition points'. The CTO/Context Framework has 20 sub-elements that support 6 primary elements including, 'technology management infrastructure', 'technology entry/exit points', 'technology business case & funding', 'operational improvement', 'people management' and 'technology business model & strategy'. The CTO can review each element with related sub-elements in anticipation or at the point of a 'technology transition'. This model for the CTO role is proposed as an alternative to a generic 'job description' (remit) for the CTO role. It is intended to be used as a platform for planning and decision-making. Together, the framework and the research approach for mapping an individual's role are offered as a unique contribution to knowledge.

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Strauss, Tiiu. "The nature and role of chief education officers' values." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0009/NQ41512.pdf.

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Schmidt, Douglas H. "Determinants in attaining the position of Chief Executive Officer." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape7/PQDD_0019/NQ45638.pdf.

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Reed, April May. "Mitochondrial DNA analysis of Nonosabasut, a Beothuk Indian chief." Virtual Press, 2001. http://liblink.bsu.edu/uhtbin/catkey/1221302.

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The purpose of this experiment was to examine changes in strength and power measures accompanying traditional and ballistic training during in-season competition. Fourteen collegiate women volleyball players were trained for 11 weeks with periodized traditional and ballistic resistance training. There was a 5% decrease (p<0.05) in approach jump and reach height during the traditional training period (pre to mid), and a 5% increase (p<0.05) during the ballistic training period (mid to post), but values were not different from pre to post. There were significant decreases (p<0.05) in contact time during drop jumps (15% mid to post) and minimum dip height in countermovement jumps (7% mid to post and 16% pre to post) during ballistic training. Traditional resistance training displayed significant decreases in speed related measures, while ballistic training displayed significant increases in these same variables. A combination of traditional and ballistic training can maintain jump height over the competitive season.
Department of Biology

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Dargie, Charlotte Ann. "The role of chief executives : a cross-sectoral comparison." Thesis, University of Newcastle Upon Tyne, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.263017.

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Rinkenburger, Richard [Verfasser]. "Measurement and Management of Chief Executive Reputation / Richard Rinkenburger." Frankfurt : Peter Lang GmbH, Internationaler Verlag der Wissenschaften, 2012. http://d-nb.info/1042413762/34.

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Monzelo, Pedro Miguel Centúrio Sol. "A função do Chief Information Security Officer nas organizações." Master's thesis, Instituto Superior de Economia e Gestão, 2018. http://hdl.handle.net/10400.5/17568.

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Mestrado em Gestão de Sistemas de Informação
Num mundo cada vez mais conectado e digital, a informação é crescentemente vista como potenciador do negócio e fonte de vantagem competitiva. Assim, a segurança de informação torna-se crítica ao proteger os ativos de informação, pelo que a estratégia de segurança organizacional tem vindo a alinhar-se com os seus objetivos de negócio. Por outro lado, as recentes alterações legais, tais como a Diretiva Segurança das Redes e da Informação e o Regulamento Geral de Proteção de Dados, vêm impor regras relativamente à privacidade e à segurança da informação, permitindo às organizações um redesenho ou ajuste dos seus processos de forma a garantir que a informação se encontra efetivamente segura. Neste contexto, o Chief Information Security Officer assume um papel de destaque na coordenação da confidencialidade, integridade e disponibilidade da informação na organização. Este trabalho pretende estudar o ambiente geral da segurança de informação nas organizações, analisar o papel do CISO, e compreender onde este deverá estar integrado na estrutura organizacional. Para tal, foram realizadas entrevistas a consultores especialistas e a pessoas com cargos diretivos nas áreas de sistemas de informação e de segurança da informação, que permitiram concluir que ainda é necessário um grande amadurecimento a nível das organizações em Portugal relativamente ao tema, e que tal poderá dever-se à ausência de uma cultura de segurança estabelecida no país. Por outro lado, o papel do CISO tem assumido uma maior relevância, sendo que é uma opinião geral que o mesmo deverá ter uma relação próxima com a administração das organizações.
In an increasingly connected and digital world, information is seen as a business enabler and a source of sustained competitive advantage. Thus, information security is becoming critical so to protect these information assets, which is why the concern with organizations’ security strategy has been aligning with their strategic objectives. On the other hand, recent changes in regulation, as Network and Information Security (NIS) directive and the General Data Protection Regulation (GDPR), come to regulate and create rules when it comes to information security, and allow organizations to redesign or adjust these processes in order to ensure that information is, in fact, safe. In this context, the Chief Information Security Officer (CISO) comes to play an important role in coordinating confidentiality, integrity, and availability of information in the organization. This paper aims to study organizations’ information security environment in general, analyse the CISO’s role inside them, and understand where they should be integrated in the corporate structure. To do so, interviews were conducted on experienced information security consultants and information systems and information security directors, which allowed to conclude that organizations in Portugal still need a great amount of maturing when it comes to information security, and that this may eventually be due to the absence of an established security culture in the country. On the other hand, the CISO’s role has been increasing in relevance, being a general opinion that their relationship with organizations’ boards should be close.
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Osborne, Joan M. "The Career Development of Black Female Chief Nurse Executives." FIU Digital Commons, 2008. http://digitalcommons.fiu.edu/etd/208.

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This qualitative study was designed to explore the career development of Black female chief nurse executives. Although a small proportion of Black female nurses have achieved positions at the nurse executive level, there remains a paucity of Black female nurse executives in this crucial position which raised the question of what factors contributed to this lack of advancement, but, more important, what factors have contributed to the success of the few who have achieved such level of success in healthcare organizations. The purpose of the study was to explore the career paths of Black female chief nurse executives with a view of understanding the factors which both facilitate and hinder the career development of these leaders in healthcare organizations. The guiding research question was, How do Black female nurse executives in this sample describe their career development? The participants in this study were Black female chief nurse executives located throughout the United States who, for the most part, were raised in segregation with a strong family foundation. To collect data, semistructured telephone interviews were conducted with 10 Black female chief nurse executives throughout the United States. The transcripts from the interviews were transcribed, coded, and analyzed. Using Super’s (1990, 1996), and Gottfredson’s (1981, 1996, 2002, 2005) career development theories and critical race theory (Crenshaw, 1995; Delgado, 2000) as the theoretical framework, the researcher found that the participants’ career development was influenced by (a) strong support system, (b) guidance, (c) influence of diversity, and (d) servant leadership. The findings help us understand the factors that have contributed to their successes as Black chief nurse executives. With the increasingly diverse population and concurrent increasing diversity in nursing and concerns about healthcare disparities, it is imperative that organizations attract, hire, develop, retain, and advance qualified Black nurses. Future studies addressing not only the career development of Black nurses but nurses in general might be informed by the present study’s findings. Recommendations are offered for nursing practice, education, and organizational policy.

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Taylor, John deCani. "Finding the right stuff in Chief Student Affairs officers /." free to MU campus, to others for purchase, 2001. http://wwwlib.umi.com/cr/mo/fullcit?p3013033.

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Fong, Eric Alan. "Chief executive officer (ceo) responses to ceo compensation equity." [Gainesville, Fla.] : University of Florida, 2004. http://purl.fcla.edu/fcla/etd/UFE0004160.

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Ardehed, Nils. "Conspirator-in-Chief : Är President Donald Trump en konspirationsteoretiker?" Thesis, Linnéuniversitetet, Institutionen för statsvetenskap (ST), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-85361.

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The 2016 American presidential election sent shockwaves through the world. Hillary Clinton the candidate that most experts predicted where going to win was beaten by a boisterous real estate developer from New York, Donald Trump. The language employed by president Trump both during and after his presidential campaign has been highly controversial, especially with the allusion to different forms of conspiracy theories. This essay investigates how Donald Trump alludes to conspiracy theories in relation to the Mueller investigation.

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Coxbill, Amanda Lynn. "Stock market reaction to a gender change in CEO." Laramie, Wyo. : University of Wyoming, 2008. http://proquest.umi.com/pqdweb?did=1605143711&sid=1&Fmt=2&clientId=18949&RQT=309&VName=PQD.

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Lundqvist, Olivia, and Erazo Michael. "What determines Chief Executives compensation? : An empirical study of the compensation to Chief Executive Officers in Swedish listed firms during 2007 to 2010." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-25824.

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Chief Executive Officers (CEO) remuneration has been a hot topic the last couple of years and has brought a great amount of attention in the media, when some companies have increased the CEO’s compensation even though the firm have been reporting lower earnings. Bonus systems have recently become more frequent to increase CEOs incentives, but have also been a disputed subject since the financial crisis in 2008. The aim of this thesis is to study the relation between CEO compensation and companies’ size as well as performance. The study extends over a four-year period, from 2007 to 2010, comprising the companies within the finance and real estate industry listed under large-, mid and small cap on NASDAQ OMX Stockholm. A four-year period from 2000 to 2003 and a three-year period after the financial crisis from 2011 to 2013 is analyzed and taken into account in the study to get a deeper understanding of how the compensation has varied over time. The study takes a quantitative approach using secondary data from the companies’ annual reports. A pooled regression analysis is used as the statistical method where we are able to take multiple companies into account over several periods. The empirical results find that there is no significant relation between CEO compensation and firm performance. The study does however show a strong positive relation with market capitalization, suggesting that the companies’ size have a great effect on the CEO compensation.

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Light, Ann M. "An Examination of the Ascension to and Experiences in the Metropolitan Chief Fire Officer Position: Implications for Leadership, Policy and Practice." Bowling Green State University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1478268574889246.

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Vance, Thomas W. "Subcertification and relationship quality : effects on subordinate effort and justification /." Thesis, Connect to this title online; UW restricted, 2007. http://hdl.handle.net/1773/8831.

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Gooding, Graham. "The contribution of the CIO to business innovation." Thesis, University of Oxford, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.251448.

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Chang, Yuk Ying. "Three essays on corporate finance /." View Abstract or Full-Text, 2003. http://library.ust.hk/cgi/db/thesis.pl?FINA%202003%20CHANG.

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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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Shields, James L. "Department of Defense implementation of the Chief Financial Officer Act." Thesis, Monterey, California. Naval Postgraduate School, 1992. http://hdl.handle.net/10945/23617.

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Pitt, Martyn Roger. "Strategic wisdom in small firms : exploring the chief executive's perspective." Thesis, University of Bath, 1993. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.760640.

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Brown, Wayne A. "A Study of Chief Information Officer Effectiveness in Higher Education." NSUWorks, 2004. http://nsuworks.nova.edu/gscis_etd/429.

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For almost as long as information technology (IT) has existed, there has been a communication and action gap between IT departments and their institutions. The gaps cause a variety of dysfunctional outcomes that include multimillion dollar failed projects, inefficient operations, and the inability of other departments to focus on their jobs. The consequential effects are well documented in the IT-leadership literature. Responsibility for resolving the negative effects rests with the senior IT-executive or chief information officer (CIO). CIOs come from any number of varying backgrounds and each may have very different attributes. In some institutions, the person is responsible for all technology initiatives and may have a direct link to the chief executive officer (CEO). In other organizations, he may be a peer of academic department leaders. The position the CIO holds within the organization may affect the organization's perception of IT. Furthermore, the organizational view of IT and the configuration of the IT department may have an impact on a CIO's effectiveness. This qualitative and quantitative case study used CIOs in four- year or above higher education institutions in the United States as the case study group. Separate survey. Of CIOs and the institution management teams (IMTs) were used to determine how attributes, management team membership, organizational view of IT and a centralized or decentralized IT structure related to effectiveness. Results showed a correlation between CIO attributes and effectiveness in all of the CIO roles. The effectiveness of the CIO was not affected by his membership on the IMT. In addition, the business partner role was the only CIO role affected by the decision to centralize the IT department. There was no correlation between the effectiveness of the CIO and institutional view of IT. Recommendations are made to CIOs and IMTs about the benefits of eliminating the communication and action gap. Also, necessary attributes and organizational configurations demonstrated important to ensure CIO, and therefore organizational, success are discussed.

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Le, Linh. "The Determinants and Consequences of Having a Chief Operating Officer." Thesis, University of North Texas, 2020. https://digital.library.unt.edu/ark:/67531/metadc1703395/.

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This study examines the determinant and consequences of having a chief operating officer (COO). Specifically, we investigate chief executive officer (CEO) related factors that affect the choice to employ a COO and look into the impact of having a COO on firm operational efficiency using a data envelopment analysis (DEA)-based measure. Although prior literature has extensively investigated the role of CEOs and chief finance officers (CFOs) on firm outcomes, few studies focus on the impact of COOs. Thus, this study explores characteristics associated with the likelihood that a firm will have a COO. This research also sheds light on the effect of COOs on firm operational efficiency because the core duties of COOs include optimizing operational performance and improving cost efficiency. Our results imply that CEO busyness, CEO ability, CEO demographic characteristics, and CEO network size have a significant impact on the decision to employ a COO. We also find that firms that have a COO have a lower level of operational efficiency than firms that do not. This result implies that the cost of having a COO outweighs the benefit of having one. The effects last for three years on average. Further, we find that firms with a COO have lower receivables turnover and sales to cost of goods sold ratio, lower sales to PPE expense ratio than firms without a COO. Finally, we find evidence that COOs with industry expertise are associated with higher operational efficiency than those without such expertise and outside COOs perform better than inside COOs in terms of operational efficiency.

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Dissertations / Theses on the topic 'Chief'

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