The Changing Role of Chief Information Officers: A Developing Country Perspective

By Jyoti Devi Mahadeo and Laswindev Shaheel Luckoo.

Published by The Organization Collection

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Article: Print $US10.00
Article: Electronic $US5.00

Nearly three decades after the introduction of the Chief Information Officer (CIO) position to the senior management team, the Information Systems literature has yet to advocate the ideal role of the CIO. CIOs have the testing job of managing a function which makes use of large amount of resources but where it is hard to see the result on the organisation’s ‘bottom line’. To respond to business and technological changes, CIOs must, on the one hand, shape new relationships with lower level managers and, on the other, take on further strategic roles. The strategic role of the CIO is turning out to be complex, entailing an expansion of the organisational and structural possibilities for filling that role. The Mauritian government is willing to make ICT another pillar of its economy and become a regional IT hub. To enable this change, the management of IT should be carried out judiciously in organisations; and consequently the CIO concept was aptly introduced a couple of years ago. The CIO’s role in this developing economy stands at a crossroad. The role of each CIO is inevitably changing and continues to foster intense debate. The modern CIO has the challenging task of aligning business objectives and information technology. However, it is not clear whether CIOs are being treated as strategists or technologists in developing economies. This paper presents a literature reconsider of the role of the CIO and examines the CIO role in Mauritian organisations. The study was conducted by performing a series unstructured and semi-structured interviews of CIOs and executives in the different sectors of the Mauritian Economy. Only few researches have been undertaken locally to assess the strategic role of CIOs. As a result, the findings of this study are expected to help managers and academics get an insight of the factors impinging on the role of managers at this level and also make Mauritius an interesting case study for other developing nations.

Keywords: Chief Information Officer (CIO), Strategy, Information Technology, Mauritius

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 7, pp.61-68. Article: Print (Spiral Bound). Article: Electronic (PDF File; 598.207KB).

Jyoti Devi Mahadeo

Lecturer, School of Public Sector Policy and Management, University of Technology, La Tour Koenig, Pointe-aux-Sables, Mauritius

Lecturer in Management Information Systems and Strategic Management in the School of Public Sector Policy and Management. Currently doing my PhD in Information Systems: Acceptance and Diffusion of Technological Innovation in the Mauritian Public Sector.

Laswindev Shaheel Luckoo

Research Student, School of Public Sector Policy and Management, University of Technology, La Tour Koenig, Pointe-aux-Sables, Mauritius


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