Abstract

This is the second in a set of two papers that examine CIO career success and problems due to variations in management style that arise from fundamental differences among the functioning areas within an information technology (IT) organization. When a candidate assumes the role of CIO, he or she arrives with a baseline of experiences from one of several IT functional areas accompanied by internalized paradigms, ideals, culture, and hard won views and understanding from that part of the organization that has shaped his or her experience. This heterogeneity of technical (and managerial) background fosters intractable managerial problems in CIO leadership for many business organizations.