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Chief technology officer roles and performance

Çetindamar, Dilek and Pala, Okan (2011) Chief technology officer roles and performance. Technology Analysis and Strategic Management, 23 (10). pp. 1031-1046. ISSN 0953-7325

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Official URL: http://dx.doi.org/10.1080/09537325.2011.621297

Abstract

This paper assesses the impact of Chief Technology Officers (CTO) on firm performance using upper-echelon theory, human capital theory and social capital theory. The upper-echelon theory is used to investigate how CTO roles are realised within a company regardless of the individual who carries them out, i.e. through a formal CTO position or not. Human and social capital theories are employed to assess how certain features of CTO influences his/her effect on company performance. Thus, this explorative study 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? To answer these questions the study first develops a conceptual model and subsequently tests the model based on a survey of 49 firms in electronics and machinery industries in Turkey. Two findings emerge: (1) the fulfilment of CTO roles increases a firm's profitability and (2) the existence of a distinct managerial technology position further improves profitability. 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 on a higher rung on the organisational ladder.

Item Type:Article
Uncontrolled Keywords:CTO; technology management; performance; the upper-echelon theory; human and social capital
Subjects:H Social Sciences > HD Industries. Land use. Labor > HD0028 Management. Industrial Management
ID Code:17513
Deposited By:Dilek Çetindamar
Deposited On:24 Nov 2011 11:03
Last Modified:24 Nov 2011 11:03

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