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H. Davidson
The Fall of CIPFA
P. Gershon
Independent Review of Public Sector Efficiency: Releasing Resources to the Front Line
Cabinet Office
Transformational Government, Enabled by Technology
G. Dhillon, D. Coss, D. Paton
Strategic IT/IS leadership and IT governance
R. Hackney, K. Desouza, Patrick Chau (2008)
eGovernment Strategies: ICT innovation in international public sector contextsJ. Strateg. Inf. Syst., 17
Silvio Popadiuk, Chun Choo (2006)
Innovation and knowledge creation: How are these concepts related?Int. J. Inf. Manag., 26
Deloitte and Cranfield University
Realising Value from a CIO: Navigating the Silicon Ceiling
P. Bartram
The Ten Habits of Successful CIOs
Z. Irani, Tony Elliman (2008)
Creating social entrepreneurship in local governmentEuropean Journal of Information Systems, 17
David Wilson, C. Game (1994)
Local Government in the United Kingdom
A. Franken
Organisational change, culture and strategic IS/IT Led change
Purpose – The purpose of this paper is to discuss the changing role of the Chief Information Officer (CIO) and illustrate how it now resonates with the Chief Executive Officer (CEO) role, especially in the public sector. Design/methodology/approach – This paper identifies where and how this has developed in terms of the correlation between the skill sets of the two groups. Findings – It is suggested that CIOs should rise to the challenge and aim for CEO positions in organisations. Originality/value – The paper brings together some of the recent discussions within the business, computing and information management press on the role of the CIO and CEO, especially in the public sector.
Journal of Enterprise Information Management – Emerald Publishing
Published: Jul 20, 2012
Keywords: Public sector; Information management; Chief executives; Chief information officer; Chief executive officer; Innovation; Information technology; Systems and management
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