1 Introduction
2 Background
3 Method
4 Organizing framework
5 Theoretical perspectives in CDO research
Reference in organizing framework | Theoretical lens | Key ideas and assumptions | Key representative(s) | Relevance for CDO research | Observed Theme in CDO Research | Exemplary Articles in Study Sample |
---|---|---|---|---|---|---|
Economic and management perspectives | Contingency theory | Argues that organizational effectiveness depends on the fit of internal and external factors, e.g., strategic orientation, firm size, or environmental factors | Explains how firm-internal and external factors can lead to CDO presence and affect performance | Antecedents of CDO Presence; Consequences of CDO Presence: Financial Performance | ||
Signaling theory | Suggests that companies can reduce knowledge asymmetries between the organization and outsiders by sending costly signals | Interprets public announcements of CDO appointments as strategic signals to investors | Consequences of CDO Presence: Financial Performance | Drechsler et al. (2019) | ||
Upper Echelons Theory | Implies that strategic leaders’ personal characteristics, e.g., experiences, values and personality, influence organizational outcomes | Proposes that CDOs’ formal education, functional experience, and general career experience, affect the amount of digital transformation activities | The CDO Role: Professional Background and Skills | Moker (2020) | ||
Organizational Ambidexterity | Describes the ability of organizations or individuals in organizations to balance potentially opposed objectives | Explores the ambidextrous role profiles of both CDOs and CIOs | The CDO Role: Potential Role Overlaps | |||
Sociological and Psychological Theories | Institutional Entrepreneurship | Proposes that actors in the role of institutional entrepreneurs break with existing institutional logics and take a central role in innovating organizations | Considers the CDO as an institutional entrepreneur who enters departments with an action logic different from incumbent action logics | The CDO Role: Conflict | Tumbas et al. (2018) | |
Sociological Logics of Action | Suggests that logics of actions describe symbolic constructs that influence action in a given domain, e.g., goals of organizational actors that drive their action. These logics can create routine behavior within organizations. A clash of opposite logics of action can raise conflict | Explains tensions as a consequence of differing logics of action between CDO and CIO | The CDO Role: Potential Role Overlaps, Conflict | Tumbas et al. (2018) | ||
Theory of Transactive Memory Systems | Explains that teams succeed if they specialize in different areas of expertise, trust each other, or manage to assign tasks to respective specialists | Explores the transactive memory system in the CDO-CIO dyad | The CDO Role: Collaboration | |||
Concepts of shared understanding | Relates to individuals’ agreement on a topic | Observes CDO-CIO cooperation | The CDO Role: collaboration | |||
Role Ambiguity | Refers to a state when actors lack necessary information on their organizational position which may have a negative impact on performance | Explains depressed stock prices as a consequence of mutual CDO-CIO appointments | Consequences of CDO Presence: Financial Performance | Zhan and Mu (2016) | ||
Applied Perspectives | Role typologies for IS executives | Distinguishes between several managerial roles in the context of innovation | Distinguishes between CDOs’ multiple role profiles | The CDO Role: Prototypical Roles | ||
Competence Framework for IT Professionals | Divides competences of IT professionals into the categories of personal, professional, business, and technical competences | Havelka and Merhout (2009) | Explores CDOs’ skillsets | The CDO Role: Professional Background and Skills | Tahvanainen and Luoma (2018) | |
Vertical and Horizontal IT Governance Mechanisms | Determines the centralization of decision-making (perspective of vertical governance mechanisms) and describes structural design choices that regulate cross-functional interaction (perspective of horizontal IT governance mechanisms) | Analyzes IT governance around CDOs | The CDO Role: Hierarchical Position, Collaboration | |||
Configurational theory | Configurational theory | Analyzes the presence or absence of conditions that are associated with certain outcomes in organizational structures | Distinguishes between CDO types and theorize on CDO governance configurations | The CDO Role: Prototypical Roles), Consequences of CDO Presence: Intermediate Outcomes |
6 Research designs in CDO research
Characteristics | No. of studies | References | ||
---|---|---|---|---|
Type of research design | Data collection | Data analysis | 29 | |
Qualitative | Mostly interview data | Cross-case analysis, exploratory | 4 | |
Cross-case analysis, descriptive | 5 | |||
Single-case analysis, exploratory | 1 | Hansen and Sia (2015) | ||
Quantitative | Mostly archival data | Regression | 5 | |
Event Study | 2 | |||
Mostly survey data | Scale development | 1 | Onay et al. (2018) | |
Mixed methods | Mostly interview data), additional survey data for validation | Cross-case analysis, exploratory | 1 | Haffke et al. (2016) |
Cross-case analysis, descriptive | 1 | Horlacher (2016) | ||
Survey data and interview data | No information | 2 | ||
Archival data, survey data, interview data | No information | 1 | Wade and Obwegeser (2019) | |
Qualitative comparative analysis (QCA) | Mostly survey data | Fuzzy set QCA (fsQCA) | 3 | |
Delphi study | Mostly survey data | Ranking-type Delphi | 1 | Seeher et al. (2020) |
Conceptual | Literature analysis | – | 2 |
Sample characteristics | No. of papers | References |
---|---|---|
Firm size | 20 | |
Publicly listed/large firms | 9 | |
Multiple firm sizes | 11 | |
Industry | 24 | |
Multiple industries | 19 | Becker et al. (2018), Berman et al. (2020), Drechsler et al. (2019), Firk et al. (2019), Gimpel et al. (2018), Haffke et al. (2016), Horlacher and Hess (2016), Horlacher (2016), Horlacher et al. (2016), Kunisch et al. (2020), Leonhardt et al. (2018), Moker (2020), Wade and Obwegeser (2019), Singh and Hess (2017), Singh et al. (2020), Tahvanainen and Luoma (2018), Tumbas et al. (2017), Tumbas et al. (2018), Zhan and Mu (2016) |
Only manufacturing industry | 3 | |
Only banking industry | 1 | Hornuf et al. (2020) |
Only retail industry | 1 | Hansen and Sia (2015) |
Geographic Scope | 19 | |
Global | 7 | |
Europe or North America | 7 | |
Europe, North America, Australia, and South America | 1 | Tumbas et al. (2017) |
Only USA | 3 | |
Only Germany | 1 | Moker (2020) |
7 Themes in CDO research
7.1 Antecedents of CDO presence
7.1.1 Individual-level antecedents
7.1.2 Firm-level antecedents
7.1.3 Environment-level antecedents
7.2 The CDO role
7.2.1 CDO types
7.2.1.1 Prototypical roles
7.2.1.2 Professional background and skills
7.2.1.3 Hierarchical position
7.2.2 The CDO, other TMT members, and staff
7.2.2.1 Potential role overlaps
7.2.2.2 Collaboration
7.2.2.3 Conflicts
7.2.3 CDOs’ organizational context
7.3 Consequences of CDO presence
7.3.1 Intermediate outcomes
7.3.2 Final outcomes
7.3.2.1 Financial performance
7.3.2.2 Feedback effects on CDO presence
8 Agenda for future research
Research opportunity | Selected research questions |
---|---|
Opportunity 1: Antecedents of CDO presence | Which interacting factors lead to CDO presence? How do changes over time affect trends of CDO appointments? How will institutional developments affect CDOs’ future presence and diffusion? |
Opportunity 2: The CDO role | How are education/skillsets/personality traits linked to the CDO role and CDOs’ effectiveness? Why do companies hire CDOs without IT skills and how do they contribute to digital innovation? How do CDOs contribute to digital change management? Which personality traits (e.g., empathy) do CDOs need to cope with the challenges of their cross-functional position in general and in special situations like crises? How do CDOs manage role transitions and the associated psychological challenges stemming from CDOs’ multiple roles? How can KPIs be further refined and developed? |
Opportunity 3: The CDO and other top executives | How do CDOs affect functional, structural, or social dynamics in the TMT and at its various interfaces? How and when do CIO-CDO role transitions occur and what are their consequences? |
Opportunity 4: Consequences of CDO presence | Are identified links between CDOs’ presence and consequences valid and causal? How do CDOs affect other organization-level outcomes, e.g., alliances, mergers and acquisitions, or changes to an organization’s structure? How do CDOs’ achievements affect their role? |
Opportunity 5: Contingency factors | How do environmental contingencies like industry and geography affect CDO prevalence and effectiveness? How does organizational context affect CDOs’ role and effectiveness? How does board composition affect CDOs’ effectiveness? |