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This study examines the problems associated with the management fee on outsourced CIOs in the public pension funds in Korea and proposes a better management fee structure. The main results of this study are summarized as follows. First, the outsourced CIO is likely to make a profit, provided that the management cost of the outsourced CIO is lower than a fixed ratio in a fee structure. Second, the profit margin of public funds increases as the fixed ratio decreases. Third, the outsourced CIOs can make a sure profit under the existence of the fixed fee only, regardless of the performance of public funds. In addition, the profit of outsourced CIOs increases as the level of delegation fees for sub-management firms decreases. However, such a fee structure may result in making worse the overall performance of funds ultimately. Fourth, it is necessary to introduce the performance-linked fee structure when the outsourced CIOs of public pension funds are selected. Such a fee structure can mitigate the possibility that the outsourced CIOs reassigns fund to sub-management firms with low management capacities, thereby lowering the fund’s overall performance.

Organizations worldwide are adopting software as a service (SaaS) applications, where they pay a subscription fee to gain access rather than buying the software. The extant models on software acquisition processes, several of which are based on organizational buying behavior, do not sufficiently explain how SaaS application acquisition decisions are made. This study aims to investigate the acquisition process organizations follow for SaaS software, the changes to the roles of the Chief Information Officer (CIO) and the business user and also looks at the impact of SaaS on the proliferation of unauthorized software systems.

The authors used exploratory research using the grounded theory approach based on 18 in-depth interviews conducted with respondents who have studied with enterprise software delivered on-premise and as SaaS in different roles such as sales, consulting, CIO, information technology (IT) management and product development.

The authors identified a need to classify the SaaS software and developed a framework that uses software specificity and its strategic importance to the organization to classify SaaS applications. The aforementioned framework is used to explain how software evaluation processes have changed for different kinds of SaaS applications. The authors also found that the CIO’s and the business users’ have changed substantially in SaaS application evaluations and found evidence to show that shadow IT will be restricted to some classes of SaaS applications.

By focusing on the changes to the roles and responsibilities of the members of the buying center, this paper provides unique insights into how the acquisition process of SaaS is different from the extant models used to explain enterprise software acquisitions. An understanding of how information search is conducted by the business users will help software vendors to target business users better.

Defining the role of a chief information officer (CIO) cannot be comprehensively dealt with in one article. Offers an “A‐Z” of suggested primary functions/objectives; which could be a useful aid to self‐appraisal for all CIOs.

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.

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.

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.

The paper provides valuable information in a very concise and easy-to-understand format, thus saving executives hours of browsing and reading time.

The very headline of this presentation hints at least two things. First, what is meant is the history of American sociology, though it is some what awkward to say so outright. Second, the history of American sociology is accomplished, in an impor tant sense, but one should not say that so out‐right, either. In philosophy, as Wittgenstein advised, whereof we can not speak, thereof we must be silent. A different rule reigns in sociology: whereof we can hint at, thereof we must prove. My first task, there fore, is to prove that no matter how embarrassing it may seem one canspeak of a his tory of American sociology after all. My second task is to prove that it has already been on a course of development specifically characteristic of it. And, finally, my last point will be that this specific course is brought to its desired end. Every thing in its own time. Talking about the history of American sociology is extremely risky. But it is the risk that it makes it worth trying. Part of the risk stems from the issue if there is a history of sociology at all, as well as from the issue if there is American sociology in the proper sense of the word. Apart from this, there is the consideration that it may be the American nature proper of that sociology that makes it the least likely to have its own history. First things first.

Using a sample of 198 Fortune 500 companies, explores the differential effects of a number of characteristics, grounded in a broad agency theory framework, on the decision to create a chief information office (CIO) position, where the CIO acts as an informational control agent. Companies were more likely to create a top CIO position if: (1) top management′s equity were large; (2) the company had a large number of outside directors on the board; (3) the company′s technological level was advanced. Examines the role of the CIO as managing information technology as it pertains to enhancing the control function of management.

Describes the requirement for chief information officers, in particular among senior business management, to maintain a high level of credibility and rapport with business peers and constituents. Introduces the concept of executive coaches as a means of bolstering the skills and talents required of a CIO. Promotes coaching by a person external to the organization as a virtual necessity for success in the CIO role. Advises approaches to finding the right coach. Uses case examples to demonstrate the success of coaching.

Two large sample surveys of chief information officers (CIOs) were sponsored by Arthur Andersen & Co. in the last three years to analyze the market served by its consulting practice. Beginning in April of 1986, and then again in February of 1988, samples of 120 companies representing both the service and industrial segments of the Fortune 500 were selected. CIOs from those organizations were interviewed on issues, trends, and problems in the deployment of information technology (IT) within their corporation. A clear profile of evolving CIO responsibilities and the roles that information and technology played in those organizations emerged from these surveys. Below we have summarized the results of each study, and outlined the concerns of the CIOs who were given the task of establishing IT plans. We then go on to offer some advice to general management for overcoming obstacles that we see as inherent in executing such plans.

This paper seeks to examine the emerging role of the Senior Academic Technology Officer (SATO) in higher education. It aims to consider two existing templates for this professional role derived from mainstream information management and information technology: the Chief Information Officer (CIO) and the Chief Technology Officer (CTO). Characteristically, CIOs and CTOs might be expected to have different appetites for creative destruction. The paper seeks to focus on the match between a SATO's own appetite for radical technological change and innovation – that is, for creative destruction – and that of their institution. The paper concludes with some observations concerning role design and appropriate recruitment and selection criteria for SATOs in higher education.

The paper informs its discussion with a micro case study and the outcomes of a virtual anecdote circle comprised of 20 senior academics, administrators, and educational technologists from higher education institutions in Asia, Australia, North America, and the UK.

The research suggests that the preferred model for a SATO is closest to that of a CIO with a leaning towards innovation and change. However, the paper finds that a SATO's personal appetite for creative destruction may be in conflict with the institution's culture, norms and values, resulting in poor outcomes for both. In order to avoid extreme mismatch the paper recommends a realistic approach to the recruitment and selection of SATOs that is aligned with the organisation's tolerance for innovation and change.

The paper contributes to the body of research‐based literature concerning the strategic management and development of professional scientific and technical staff.

Given the strategic importance of SATOs to ICT‐driven transformation, university leaders will require evidence to formulate appropriate human resource and performance management strategies for these key academic‐related/professional staff. The paper brings together evidence from a highly informed group of stakeholders with active interests in the field using a virtual anecdote circle.

The purpose of this paper is to assess the perceptions of chief information officers and academic deans with respect to the effectiveness of merged information services organizations (MISOs) at liberal arts colleges.

This study is descriptive exploratory survey research. A survey of chief information officers (CIOs) and academic deans of liberal arts colleges with merged information services organizations was undertaken. In addition to a general assessment of the MISO, a taxonomy of expected benefits was developed from the literature. Respondents provided information on both the general effectiveness of the MISO and its delivery of the expected benefits. Both quantitative and qualitative data were collected.

The paper finds that both CIOs and academic deans had a favorable impression of the MISO and believed it was effective in providing support and delivering expected benefits. Concerns were raised that the MISO organization requires staff development time and can contribute to a loss of focus among constituent units.

The study is limited to Carnegie bachelor's level institutions with a MISO.

MISOs are effective in providing support and the expected benefits. Institutions implementing or considering the MISO model should be aware of possible problem areas (staff development and loss of unit focus) and plan to address them appropriately.

The study identified areas of concern among both CIOs and deans with the implementation of a MISO. Information services units' leadership as well as institutional administration should consider these findings when considering or implementing a MISO.