By Alexander Hütter, Thomas Arnitz, René Riedl
This publication examines the effectiveness of conversation among leader info officer (CIO) and leader govt officer (CEO) and its effect at the function of data know-how (IT) in a firm. The booklet is empirically in keeping with interviews with CIO/CEO pairs from twelve enterprises within the production and retail industries. It examines how CIOs and CEOs can in attaining effectiveness of their conversation, together with insights into antecedents and results of verbal exchange effectiveness. in line with the interview facts the authors advance a CIO/CEO conversation version with which CIOs and CEOs can achieve new insights into the potency in their interactions, most likely leading to better degrees of shared knowing in regards to the function of IT of their organization.
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Additional resources for On the Nature of Effective CIO/CEO Communication: Evidence from an Interview Study
38(1), 31–42 (1996) References 41 64. : Test of self-efﬁcacy model of interpersonal communication competence. Commun. Q. 47(2), 210–220 (1993) 65. : Qualitative studies in information systems: a critical review and some guiding principles. MIS Q. 37(4), iii–xviii (2013) 66. : The antecedents of CIO role effectiveness in organizations: an empirical study in the healthcare sector. IEEE Trans. Eng. Manag. 53(2), 207–222 (2006) 67. : The renaissance CIO project: the invisible factors of extraordinary success.
Doing interpretive research. Eur. J. Inf. Syst. 15(1), 320–330 (2006) 74. : Influences on the IS manager’s perceptions of key issues: information scanning and the relationship with the CEO. MIS Q. 14(2), 217–231 (1990) 75. : Innovative IT climates: CIO perspectives. J. Strateg. Inf. Syst. 15(2), 125–151 (2006) Appendix A The CIO/CEO Interview Guide Part 1: General questions regarding the interviewee and interviewee’s company (1:1) Only CIO: What is your current position called? (1:2) How many years have you been working in your current position?
For example, Mayer et al. , how well the interaction partner adheres to principles and laws that the other person ﬁnds acceptable). ’s  trustworthiness framework together with our communication model to measure the interaction effects between communication and trust. Whatever avenue IS scholars choose to continue the current paper’s line of research, it will be rewarding to see what insights future research will reveal. A methodological conclusion that can be drawn from Table 1 is that survey and case study have hitherto been the dominant methods in CIO/CEO communication research, and in the present paper we applied an interview approach.
On the Nature of Effective CIO/CEO Communication: Evidence from an Interview Study by Alexander Hütter, Thomas Arnitz, René Riedl