The position of Government Chief Information Officer (GCIO) has been adopted by many developed countries seeking to leverage technology within the management of public administration. The position calls for an operational executive who can make important strategic decisions that impact public agency ICT. However, whereas ICT programs have attracted more attention in developing countries, very little research has been done to define the GCIO's responsibilities and how to increase their contribution to ICT initiatives. In this paper a comparative analysis of developed and developing countries is undertaken in order to identify four major categories of solutions to how the GCIO's leadership in developing countries can be enhanced. The four categories are: formal authority over their resource allocation in relationship to high-level leadership, the competences for cross-boundary leadership, the abilities to sustain support from staff and managers, and the development of the CIO system in the private sector. These findings can give guidance to management and GCIOs to enhance the outcome of their contributions to organizations; and as a result increase efficiency and effectiveness of government ICT projects.
|Electronic Journal of Information Systems in Developing Countries
|Published - 2008