Petter Gottschalk's CIO And Corporate Strategic Management: Changing Role of CIO PDF

By Petter Gottschalk

The CIO place and significance depend upon details expertise adulthood within the association, worth configuration, strategic IT assets, e-business strategy, and IT governance constitution. CIO and company Strategic administration: altering position of CIO to CEO holds key info in enhancing a CIO's position, which might then improve his or her possibilities of relocating up right into a CEO function. CIO and company Strategic administration: altering position of CIO to CEO presents research inside of theoretical frameworks and consulting thoughts, and starts off with the call for aspect of CEO successions, particularly highlighting ways in IT foundations, e-business improvement, and IT sourcing judgements.

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The incumbent CEO retires on schedule, in conformity with the implied rules of relay succession. Succession planning can be viewed as a component of a “passing the baton” process (Davidson, Nemic, & Worrell, 2001). A successful CIO can be promoted to president; a successful president would be promoted to CEO and a successful CEO to chair, with a new president awaiting the passing of the baton. In this passing the baton process, both duality and plurality will occur. Duality is when one executive is holding both the CEO and chair positions, while plurality is when one executive is holding the three titles of president, CEO, and chair.

Copyright © 2007, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. 6 Gottschalk Certo, S. , Daily, C. , Cannella, A. , & Dalton, D. R. (2003). Giving money to get money: How CEO stock options and CEO equity enhance IPO valuations. Academy of Management Journal, 46(5), 643-653. Charan, R. (2005, February). Ending the CEO succession crisis. Harvard Business Review, 72-81. Conger, J. , & Nadler, D. A. (2004, Spring).

Nevertheless, the list of companies with CEOs lasting no more than a few years after taking the reins continues to grow. Freeman (2004) draws a conclusion from what he calls this parade of chief executives marching out the door: Implicit in many, if not all, of these unceremonious departures is the absence of an effective CEO succession plan. Charan (2005) argued there is a CEO succession crisis. He suggests that the most important thing companies can do to improve successions is to bolster their leadership development and focus on those very rare people in their ranks who might one day be CEO.

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