The Electronic Journal of Information Systems Evaluation provides critical perspectives on topics relevant to Information Systems Evaluation, with an emphasis on the organisational and management implications
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Journal Issue
Volume 16 Issue 3, ICIME 2013 / Oct 2013  pp161‑254

Editor: Nelson Leung

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Editorial for the Special ICIME edition of EJISE‑ ICIME 2013  pp161‑162

Leung, Nelson

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Enabling Students with Disabilities with Computing Interaction and Empowerment though Enhanced Strategic Instructional Course Design  pp163‑172

Dr. Bob Barrett

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Improving Usability Outcomes for each of the Usability Practitioner Roles  pp173‑187

Vince Bruno, Martin Dick

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The Role and Requisite Competencies of the Public Sector CIO: a Two‑sided Perspective  pp188‑199

Val Hooper, Beverley Bunker

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Abstract: A considerable body of research exists on the role, and desired capabilities and competencies of the CIO. However, most of these studies have been executed in large, private sector organizations. It seems that the challenges faced by public sect or CIOs are often very different to those in the private sector, and this might place different requirements on them in terms of knowledge and competence, as well as the roles they fulfil. To date, there has been little exploration into such requirements in public entities. To address this gap, exploratory research was conducted into the role and competency expectations of CIOs in the public sector, and into the impact of the public sector context. A dyadic approach, involving both CIOs and their business colleagues, was adopted in order to gain more meaningful insights. Semi‑structured interviews were conducted with both the CIO and the head of their main internal businessŽ partner of 17 local government organizations. The findings indicate that the CIO s and their business partners differ significantly in their views of required competencies. The business partners require a business knowledge and focus similar to theirs, and most manifest scant regard for the technical expertise necessary or the technic al requirements of the organization. IT is there to support them. The government environment often places more onerous constraints on CIOs than in the private sector, especially so in terms of reporting level; the ability to influence strategy; decision m aking flexibility; and resourcing. The findings from this research extend the application of the RBV and also provide greater understanding of the competencies and roles of the CIO. It also provides insights for recruiters of public service IT professiona ls and CIOs, human resources managers, as well as for providers of training programmes. 


Keywords: Keywords: CIO, competency, knowledge, role, public sector, dyadic approach


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