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Chief Technology Officer (chief + technology_officer)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

The organizational influence of the Chief Technology Officer

R & D MANAGEMENT, Issue 4 2008
John W. Medcof
The proposition that the Chief Technology Officer's (CTO) primary bases for power and influence are in technical expertise and position power is critically analyzed from the perspective of upper echelons research. This fresh perspective suggests that CTOs who aspire to have significant influence in their organizations should also build their power bases on broad knowledge of the firm and its environment, a network of personal relationships inside and outside the firm, ownership position in the firm, and intuitive understanding of the business. The CEO's leadership style can also enhance or curtail the influence of the CTO. Research and managerial implications are drawn. [source]

Information Modelling as a Paradigm Shift

ARCHITECTURAL DESIGN, Issue 2 2009
Dennis Shelden
Abstract Building information modelling (BIM) is not just a change in software or skills sets, it requires a paradigm shift. Dennis Shelden, Chief Technology Officer of Gehry Technologies, outlines the more ,fundamental, subtle and profound decisions' on the road to BIM. It is necessary to fully consider not only the impacts both ,upstream' and ,downstream' from the conventional design phase, but also the possible creative restrictions as there is a potential trade-off that comes with the emphasis on collaborative processes. Copyright © 2009 John Wiley & Sons, Ltd. [source]

The organizational influence of the Chief Technology Officer

R & D MANAGEMENT, Issue 4 2008
John W. Medcof
The proposition that the Chief Technology Officer's (CTO) primary bases for power and influence are in technical expertise and position power is critically analyzed from the perspective of upper echelons research. This fresh perspective suggests that CTOs who aspire to have significant influence in their organizations should also build their power bases on broad knowledge of the firm and its environment, a network of personal relationships inside and outside the firm, ownership position in the firm, and intuitive understanding of the business. The CEO's leadership style can also enhance or curtail the influence of the CTO. Research and managerial implications are drawn. [source]

CFOs in e-business: e-architects or foot-soldiers?

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2004
David O'Donnell
Both the role of the CFO (chief financial officer) and the discipline of accounting can be viewed as being in transition due to developments in the e-Business world. One perspective suggests that CFOs are becoming ,e-process architects',an alternative suggests that the CFO role is becoming commoditized to ,foot-soldier' status with other roles such as CIOs (chief information officers) and CTOs (chief technology officers) staking a claim to its traditional accounting space. In this paper we present some preliminary evidence relating to this e-architect/foot-soldier question, and on levels of e-Business activity, based on data obtained from over 120 CFOs in the Irish ICT sector. Copyright © 2004 John Wiley & Sons, Ltd. [source]