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Matching business strategy and CIO characteristics: The impact on organizational performance


  • Li, Yan
  • Tan, Chuan-Hoo


This paper examines the match between chief information officer (CIO) characteristics and the organization's business strategy and how this match influences the organization's business performance. Based on the theoretical underpinnings of typologies of business strategy, alignment between IT strategy and business strategy and upper echelon theory, this study proposes a research model. This study uses survey data from 81 CIOs/IT managers to test the model empirically. The results indicate that a match between business strategy and CIOs of certain repertoires of competencies, experiences and personalities could lead to better organizational performance. The business performance in “matched” organizations is significantly better than that in “mismatched” ones.

Suggested Citation

  • Li, Yan & Tan, Chuan-Hoo, 2013. "Matching business strategy and CIO characteristics: The impact on organizational performance," Journal of Business Research, Elsevier, vol. 66(2), pages 248-259.
  • Handle: RePEc:eee:jbrese:v:66:y:2013:i:2:p:248-259
    DOI: 10.1016/j.jbusres.2012.07.017

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    References listed on IDEAS

    1. Danny Miller, 1991. "Stale in the Saddle: CEO Tenure and the Match Between Organization and Environment," Management Science, INFORMS, vol. 37(1), pages 34-52, January.
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    3. James P., Deepak K. Guthrie Datta, 1997. "Contextual Influences on Executive Selection: Firm Characteristics and CEO Experience," Journal of Management Studies, Wiley Blackwell, vol. 34(4), pages 537-560, July.
    4. Goh Bee Hua, 2007. "Applying the strategic alignment model to business and ICT strategies of Singapore's small and medium-sized architecture, engineering and construction enterprises," Construction Management and Economics, Taylor & Francis Journals, vol. 25(2), pages 157-169.
    5. Danny Miller & Jean-Marie Toulouse, 1986. "Chief Executive Personality and Corporate Strategy and Structure in Small Firms," Management Science, INFORMS, vol. 32(11), pages 1389-1409, November.
    6. Anisya S. Thomas & Kannan Ramaswamy, 1994. "Matching Managers to Strategy: An Investigation of Perfor Mance Implications and Boundary Conditions," Australian Journal of Management, Australian School of Business, vol. 19(1), pages 73-93, June.
    7. Simons, Robert, 1987. "Accounting control systems and business strategy: An empirical analysis," Accounting, Organizations and Society, Elsevier, vol. 12(4), pages 357-374, June.
    8. Kearns, Grover S., 2006. "The effect of top management support of SISP on strategic IS management: insights from the US electric power industry," Omega, Elsevier, vol. 34(3), pages 236-253, June.
    9. Rust, Roland T. & Espinoza, Francine, 2006. "How technology advances influence business research and marketing strategy," Journal of Business Research, Elsevier, vol. 59(10-11), pages 1072-1078, October.
    10. Henry Kaiser, 1974. "An index of factorial simplicity," Psychometrika, Springer;The Psychometric Society, vol. 39(1), pages 31-36, March.
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    Cited by:

    1. Zardini, Alessandro & Rossignoli, Cecilia & Ricciardi, Francesca, 2016. "A bottom-up path for IT management success: From infrastructure quality to competitive excellence," Journal of Business Research, Elsevier, vol. 69(5), pages 1747-1752.


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