By Petter Gottschalk
The CIO place and value rely on details expertise adulthood within the association, price configuration, strategic IT assets, e-business process, and IT governance constitution. CIO and company Strategic administration: altering position of CIO to CEO holds key details in enhancing a CIO's function, which might then increase his or her probabilities of relocating up right into a CEO function. CIO and company Strategic administration: altering position of CIO to CEO presents research inside of theoretical frameworks and consulting techniques, and begins with the call for aspect of CEO successions, particularly highlighting ways in IT foundations, e-business improvement, and IT sourcing judgements.
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Additional resources for CIO And Corporate Strategic Management: Changing Role of CIO to CEO
Powerful CEOs and outside directors can intervene in the process but often do not. Intervention is most likely in situations of extreme importance — either high or low. Although relay succession is generally regarded as a smooth power transition process, it may also be characterized by interest conflicts and power struggles. Powerful outside directors help ensure the promotion of heirs when performance is strong and work to oust them when performance is poor. The relay succession process places incumbent CEOs in a difficult situation that leads them to have mixed feelings toward their designated successors.
Because successors who follow a CEO’s ordinary retirement are often expected to continue and follow their predecessors’ strategies, they can be referred to as followers. Thus, as noted, including outsider successors, there are three types of CEO successors: followers, contenders, and outsiders. These three types of CEO successors will have different impacts on post-succession firm operational performance. Shen and Cannella (2002b) view three sets of factors as the source of performance effects: firm-specific knowledge, change initiatives, and the risk of adverse selection.
Noting that CEOs have private information and that perfect monitoring of CEO decisions is prohibitively costly (if not impossible), the principal-agent literature also argues that firms must endure some residual risk that CEOs will act opportunistically. For instance, CEOs can make both real and accounting decisions that increase their personal welfare despite the fact that the decisions are not in their firms’ best interests. Given the dramatic increase in CEO compensation, the potential rewards of opportunism have increased as well.