Development of shared understanding between the Chief Information officer and top management team in U.S. and French Organizations: a cross-cultural comparison

D.S. Preston, E. Karahanna and Rowe Frantz ()
Additional contact information
D.S. Preston: TCU - Texas Christian University
E. Karahanna: University of Georgia [USA]
Rowe Frantz: LEMNA - Laboratoire d'économie et de management de Nantes Atlantique - IEMN-IAE Nantes - Institut d'Économie et de Management de Nantes - Institut d'Administration des Entreprises - Nantes - UN - Université de Nantes

Post-Print from HAL

Abstract: The gap in understanding between the Chief Information Officer (CIO) and the top management team (TMT) has often been cited as a cause of a troubled CIO/TMT relationship. Recent research has proposed the development of a shared understanding about the role of information systems (IS) in the organization as a key endeavor in bridging the "gap in understanding" between CIOs and TMT members. The authors propose a variety of knowledge exchange mechanisms, as well as relational similarity as key mechanisms for the development of this shared understanding. This study examines the cross-cultural efficacy of such mechanisms. Specifically, the study compares the development of this shared understanding between ClOs and the TMT in U.S. and French organizations. The research model is empirically tested using structural equation modeling via a field survey with two data samples: 1) 163 U.S. CIOs and 2) 44 French ClOs. The results show both similarities and differences in these mechanisms. Specifically, in both samples, CIO educational mechanisms impact the development of a shared understanding. However, while in the French sample social systems of knowing are key mechanisms, in the U.S. sample structural systems of knowing and relational similarity are key mechanisms of achieving a shared understanding between the CIO and TMT.

Keywords: Management information systems; Social factors; Chief information officer (CIO); cross-cultural; knowledge exchange; shared understanding; top management team (TMT) (search for similar items in EconPapers)
Date: 2006-05
References: Add references at CitEc
Citations:

Published in IEEE Transactions on Engineering Management, 2006, 53 (2), pp.191-206. ⟨10.1109/TEM.2006.872244⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04823489

DOI: 10.1109/TEM.2006.872244

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().