Understanding how chief technology officer roles affect performance

Çetindamar, Dilek and Pala, Okan (2009) Understanding how chief technology officer roles affect performance. (Submitted)

WarningThere is a more recent version of this item available.

Full text not available from this repository.


This paper aims to assess the impact of a Chief Technology Officer (CTO) on firm performance by using upper-echelon theory. The study tries to accomplish this goal by focusing on the realisation of the CTO roles within a company regardless of who carries out these roles; either a formalised position such as CTO or not. Thus, it investigates two questions: 1) do CTO roles affect a firm’s performance and 2) which features of the senior manager in charge of technology influence performance? Based on a survey of 49 firms in electronics and machinery industries in Turkey, this explorative study finds two results: 1) the fulfilment of CTO roles increases a firm’s profitability and 2) having a separate managerial position to manage technology improves profitability further. Moreover, the study clearly shows the role of social capital theory in explaining how the company performance is likely to increase when the CTO/CTO-proxy manager is placed higher in the organisational ladder. The paper ends with the discussion of some managerial implications of the study findings.

Item Type:Article
Subjects:H Social Sciences > HD Industries. Land use. Labor > HD0028 Management. Industrial Management
ID Code:12318
Deposited By:Dilek Çetindamar
Deposited On:29 Oct 2009 21:17
Last Modified:24 Nov 2011 11:00

Available Versions of this Item

Repository Staff Only: item control page