Chief technology officer roles and performance

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.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 28 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.