The Chief Technology Officer: Strategic Responsibilities and Relationships

  title={The Chief Technology Officer: Strategic Responsibilities and Relationships},
  author={Roger Smith},
  journal={Research-Technology Management},
  pages={28 - 36}
  • Roger Smith
  • Published 1 July 2003
  • Business
  • Research-Technology Management
OVERVIEW: The significant role of technology in strategic business decisions has created the need for executives who understand technology and recognize profitable applications to products, services and processes. Many companies have addressed this need through the appointment of a chief technology officer (CTO) whose responsibilities include: monitoring new technologies and assessing their potential to become new products or services; overseeing the selection of research projects to ensure… 
Maximizing the CTO's Contribution to Innovation and Growth
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The Effectiveness of the Chief Technology Officer
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The main focus of this research is the diversity of organizational roles performed by top and middle managers experiencing a strong impact of the ‘technological factor’.
Chief Technology Officers: One Mission, Different Organizational Roles
This paper is dedicated to the technology management issue in the context of increasing requirements and challenges that modern executives have to face regarding efficient and proactive technology
It will be argued that the CTO is, or should be, an expeditionary leader, and the activities of CTO's as reported in the literature will be analyzed to determine the degree to which they reflect expeditionary or other kinds of leadership.
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The role of social capital theory is clearly shown in explaining how the company performance is likely to increase when the CTO/CTO-proxy manager is placed on a higher rung on the organisational ladder.
The Organizational Influence of the Chief Technology Officer
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


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Whether a company sees its IS department as an asset or a liability is largely down to the CIO's ability to add value Many organizations are experiencing a crisis of confidence in their information
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At a time when many American firms are deemphasizing the role of the chief technology officer, those CTOs who also have PL Andrew Grove of Intel provides a typical example. In companies that have a
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Considering the many success stories we hear about American technology, it is hard to believe that U.S. industrial research is a declining function. Yet, thanks to the short-sightedness of investment
In many firms, chief information officers (CIOs) are emerging as key strategists and confidants to corporate chiefs. For some companies, that change includes a shift of the information technology
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MA then we studied the transaction activity of each group--some 5,000 deals in all. Our analysis established that while the average merger or acquisition destroys value for the acquirer, deals
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In an ever-changing world, management practices do not remain static. This truth certainly holds for the management of industrial innovation. In order to better understand how the management of
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The key survival skill will not be conducting RD it has a value several times greater than the Russian economy, and is bigger than all Asian markets other than Japan. Even though they paid virtually