CCE Theses and Dissertations

Date of Award


Document Type


Degree Name

Doctor of Philosophy in Information Systems (DISS)


College of Engineering and Computing


James Parrish

Committee Member

Eric S. Ackerman

Committee Member

Steven R. Terrell


Business Strategy, Chief Information Officer, CIO, Information System Strategy, IS Strategy, Organization Mindfulness, Information science, Information technology


Although empirical research has shown that a clearly defined information system (IS) strategy has a positive impact to a firm’s performance and a poorly defined IS strategy has a negative impact to a firms’ performance, firms still develop poorly defined IS strategies. Further compounding the problem, research has revealed that 87% of the business executives believe information systems are a critical enabler to their firms' strategic realization, yet only 33% of business executives involve the Chief Information Officer (CIO) in their firm’s business strategy development. The main goal of this research study is to empirically identify factors which impact development of an IS strategy. This research analyzed the relationship of factors which included organizational mindfulness, CIO and senior management team relationship, and CIO capability to the firm’s level of IS strategy definition.

A total of 80 senior leaders completed a web-based survey instrument containing previously validated and refined questions. The questions were answered using a five-point Likert scale. The survey results were analyzed using statistical methods including Pearson’s Correlation, Cronbach’s alpha and linear regression. The statistical results revealed that the factors accounted for 50% of the variance in the level of information system strategy definition. Further, this research study identified five variables which include CIO knowledge of the business, communication ability, informal interaction, trust, and top management support that potentially predict the levels of IS strategy definition. Six variables which include openness, extraversion, political savvy, Top Management Team (TMT) knowledge of IS, formal interaction and reluctance to simplify interpretations were not identified as potential predictors of levels of IS strategy definition. This research study discusses the methodology; data collection and analysis; results of the three research questions and overarching question; and the conclusions, implications, and recommendations. Several future studies are required to provide additional qualitative and quantities findings to better understand the results of this study.