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The organizational influence of the Chief Technology Officer

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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 echelons research. This fresh perspective suggests that CTOs who aspire to have significant influence in their organizations should also build their power bases on broad knowledge of the firm and its environment, a network of personal relationships inside and outside the firm, ownership position in the firm, and intuitive understanding of the business. The CEO's leadership style can also enhance or curtail the influence of the CTO. Research and managerial implications are drawn.

Document Type: Research Article

DOI: http://dx.doi.org/10.1111/j.1467-9310.2008.00526.x

Affiliations: DeGroote School of Business, McMaster University, 1280 Main St West, Hamilton, ON, Canada L8S 4M4., Email: medcof@mcmaster.ca

Publication date: September 1, 2008

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