Abstract
Every CIO steps into an existing organizational situation when they take over a new role. This inevitably shapes the type of transition they face and is an important context for the new appointment. For example, they might be coming into an organization where technology is seen as a problem, with a history of failed IT investments and significant relationship issues between the IT department that the CIO will now lead and the rest of the organization. This chapter discusses these different transition contexts and the consequences these have for the taking charge process.
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Notes
- 1.
For a comprehensive discussion of leadership transitions see D. Ciampa and M. Watkins, Right from the Start: Taking Charge in a New Leadership Role, Harvard Business School Press, Boston, MA, 1999 and M. Watkins, The First 90Â Days: Proven Strategies for Getting up to Speed Faster and Smarter, Harvard Business Review Press, Boston, 2013.
- 2.
J.J. Gabarro, The Dynamics of Taking Charge, Harvard Business School Press, Boston, 1987.
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J. Van Maanen and E.H. Schein, ‘Toward a theory of organizational socialization’, in: B.M. Shaw, ed., Research in Organizational Behavior, Greenwich, CT: JAI Press, 1979, pp. 209–264.
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N. Fondas and M. Wiersema, ‘Changing of the guard: The influence of CEO socialization on strategic change’, Journal of Management Studies, Vol. 34, 1997, pp. 561–584 and R.R. Reilly, M.L. Tenopyr and S.M. Sperling, ‘Effects of job previews on job acceptance and survival of telephone operator candidates’, Journal of Applied Psychology, Vol. 64, No. 2, 1979, pp. 218–220.
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See http://www.isaca.org/COBIT/Pages/COBIT-5.aspx, ISACA, Retrieved August 31, 2019, and https://www.axelos.com/best-practice-solutions/itil/what-is-itil
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Gerth, T., Peppard, J. (2020). Setting the Stage for CIO Transitions. In: Taking the Reins as CIO. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-31953-3_4
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DOI: https://doi.org/10.1007/978-3-030-31953-3_4
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Publisher Name: Palgrave Macmillan, Cham
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