Information Technology Reference
In-Depth Information
to the highlighted text within the quotation. The number of preliminary attributes for
each dimension is displayed below (see Appendix A for the lists associated with the
six preliminary sets of attributes for each dimension):
•
18 business factors
•
34 technical factors
•
14 human factors
•
12 convey relevance of IT activities
•
18 manage critical relationship activities
•
13 implement IT-based solutions activities
The two-step exercise was employed so as to reduce respondent bias toward the
preliminary sets. The exercise progressed on a quote-by-quote, dimension-by-dimension
basis. As each dimension was examined, a new quotation was introduced until all six
dimensions had been addressed.
The small sample size precludes conventional data analysis of the responses. Indeed,
the objective was to gain insight using the depth rather than breadth of the data, to enable
clearer definitions of the constructs under study (Feeny et al., 1992). The general rule applied
here was that if four or more respondents identified a given attribute as critical, the attribute
was retained. This approach refined the six preliminary sets of attributes, yielding the factors
and activities presented in Table 1.
The refined sets of attributes were integrated into the preliminary conceptual frame-
work, producing the following revised conceptual framework (Figure 2).
The Need for Contextual Grounding
The development of a conceptual framework that captures the attributes and skills
desired in the CIO position warrants consideration of the organizational context in which the
CIO operates. As mentioned earlier, the approach here is to elucidate that which is relatively
static in a domain that is increasingly dynamic. It is the author's position that the six
dimensions of the conceptual framework will remain relatively static. It is also the author's
position that the underlying dimension attributes (i.e., factors and activities) deemed critical
by CIOs are more apt to evolve over time, as the IT management landscape continues to
evolve.
In the short term, different CIOs will deem various factors and activities more important
than their colleagues. Indeed, in the long term, some of the factors and activities will likely
be replaced by factors and activities more appropriate to the predictably changing and
increasingly complex IT management arena.
Former Director of MIT's Center for Information Systems Research (CISR), John F.
Rockart, amplifies this point, “I don't want the job of CIO. It's far too complex! It takes an
incredible individual to address the technical issues, human issues, and organizational
issues” (Rockart, 1996). Adding to the complexity of the CIO job is the fact that the position
varies, and deservedly so, based on the organizational context in which the CIO operates.
“The role of the CIO is undoubtedly changing faster than that of any other top functional
manager. Yet the pace of evolution differs significantly from company to company, as well
it should, because of several factors:
