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"Chief information officers Interviews."
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Deploying Patient-Facing Application Programming Interfaces: Thematic Analysis of Health System Experiences
Health systems have recently started to activate patient-facing application programming interfaces (APIs) to facilitate patient access to health data and other interactions.
This study sought to ascertain health systems' understanding, strategies, governance, and organizational infrastructure around patient-facing APIs, as well as their business drivers and barriers, to facilitate national learning, policy, and progress toward adoption.
We performed a content analysis of semistructured interviews with a convenience sample of 10 health systems known to be leading adopters of health technology, having either implemented or planning to implement patient-facing APIs.
Of the 10 health systems, eight had operational patient-facing APIs, with organizational strategy driven most by federal policy, the emergence of Health Records on iPhone, and feelings of ethical obligation. The two priority use cases identified were enablement of a patient's longitudinal health record and digital interactions with the health system. The themes most frequently cited as barriers to the increased use of patient-facing APIs were security concerns, an immature app ecosystem that does not currently offer superior functionality compared with widely adopted electronic health record (EHR)-tethered portals, a lack of business drivers, EHR vendor hesitation toward data sharing, and immature technology and standards.
Our findings reveal heterogeneity in health system understanding and approaches to the implementation and use of patient-facing APIs. Ongoing study, targeted policy interventions, and sharing of best practices appear necessary to achieve successful national implementation.
Journal Article
Born Global or Born Regional? Evidence from an Exploratory Study in the Costa Rican Software Industry
This paper provides empirical evidence about born-global firms in the software industry of a small developing country with an open economy: Costa Rica. The paper is based on data collected through interviews with CEOs or founders of 40 Costa Rican software companies. Findings show that there are few bornglobal firms among Costa Rican software providers. We find that most companies followed a gradual approach to internationalization, and they did not export immediately upon birth. A careful analysis of firms that exported soon after they were born reveals that most firms are actually \"born regional.\"
Journal Article
Anxiety buffers and the threat of extreme automation: a terror management theory perspective
PurposeThe advent of extreme automation from new technologies such as artificial intelligence portends a massive increase in unemployment. The psychological impact of this threat on the workforce is critically important. This paper aims to examine the functioning of individuals' anxiety buffers in response to this threat.Design/methodology/approachA two-stage mixed-methods design is used. In stage 1, qualitative data are gathered through semi-structured interviews. In stage 2, quantitative data are collected through two experiments to assess the psychological impact of exposure to the threat.FindingsExposure to the threat of extreme automation reduces self-esteem, faith in the worldview and attachment security. When self-esteem and attachment security are under attack, they are ineffective as anxiety buffers, and anxiety levels increase. Additionally, there is a distal effect such that during a period of distraction, the threatened anxiety buffers are reinforced and return to their normal levels.Research limitations/implicationsThis study is limited to a homogenous culture in which work is highly salient. Future research should include other cultures, other methods of exposure and further examine the distal effects.Originality/valueThe study examines the previously underexplored issue of individuals' psychological response to the impending changes in the workforce because of technological advancements.
Journal Article
ON THE FUTURE OF FREELANCING: INTERVIEW WITH FIVERR CEO MICHA KAUFMAN
Since the beginning of the year, Fiverr's market cap has grown over 700 percent to reach over 6.5 billion dollars. [...]in 2020 their income grew twice as fast as in prior years. [...]in your opinion, what is most misunderstood about the modern-day freelance economy? Because so much talent wants to engage in this new lifestyle, companies, businesses, and organizations will have to deal with the fact that this generation of skilled workers are not available full-time.
Journal Article
How does earnings management influence investor’s perceptions of firm value? Survey evidence from financial analysts
Survey evidence shows CFOs to believe that earnings management can enhance investor valuation of their firms. This evidence raises the question of correspondence between the beliefs of CFOs and investors. Surveying financial analysts to gain insight into how earnings management influences investor perception of firm value, we find analysts’ and CFOs’ beliefs to be generally consistent. We find that analysts perceive meeting earnings benchmarks and smoothing earnings to enhance investor perception of firm value and all earnings management actions to reach a benchmark, save share repurchases, to be value destroying. CFOs, however, are reluctant to repurchase shares, preferring to use techniques viewed by analysts as value destroying (e.g., reductions in discretionary spending). Analysts’ inability to unravel such techniques perhaps explains CFOs’ preferences.
Journal Article
Success factors of long-term CIOs
Although the average tenure of CIOs has increased over the last years, the majority of CIOs have been in their positions for only three years or less. Nevertheless, some CIOs have been successful in their position for a long time. In this study, we use tenure as a proxy for success as a CIO. The goal of this paper is to examine factors that are critical to the success of long-term CIOs. For this purpose, we created and analyzed resumes of 384 CIOs. Out of these 384, we conducted 19 interviews with CIOs from top-tier companies and collected and analyzed both qualitative and quantitative data. In the process, we were able to identify nine factors that are critical for the success (CSF) of CIOs. These factors fall into three categories. Category “Personality” includes “Accepting and embracing change” (CSF #1), “Being perseverant to pursue long-term goals” (CSF #2), “Anticipating the future through visionary thinking” (CSF #3), and “Being empathetic to deal with uncertainty felt by co-workers” (CSF #4). The “Role Fulfilment” category includes “Cross-functional involvement and integration of the IT organization” (CSF #5), “Positioning and restructuring of the IT organization” (CSF #6), and “Well-connected and communicative leadership” (CSF #7). The “Organizational Environment” category consists of “Availability of skilled workforce” (CSF #8) and “Reporting line to the CEO” (CSF #9). CSFs 1, 2, and 3 were perceived as most important by the participating CIOs. The results may be of particular interest both to aspiring CIOs and equally their employing organizations, as they reflect what long-term CIOs value during their time in office.
Journal Article
Multiple Faces of Codification: Organizational Redesign in an IT Organization
This paper details a longitudinal interpretative field study of an information technology (IT) organization in which a new chief information officer (CIO) implemented a major organizational redesign. The redesign increased the degree of codification in activities of the IT organization so as to control, coordinate, and deliver services more cost effectively to its business clients. We examine different stakeholders views of the change, the implementation processes, and the consequences of the redesign.
The case analysis emphasizes specific challenges that designers of support organizations face when increasing the degree of codification. Key implications include the need for these designers to (1) pay as much, if not more, attention to the local organizational context as they do to the external environmental conditions; (2) communicate and negotiate constantly with various stakeholders concerning the appropriate degree of codification and control; (3) be wary of how a strict alignment of all design elements can blind the designer to important, unrecognized issues; and (4) consider that increased codification may help support organizations compete more efficiently with external vendors, but may also ease the process of outsourcing.
Journal Article
Distribution revolution
Distribution Revolution is a collection of interviews with leading film and TV professionals concerning the many ways that digital delivery systems are transforming the entertainment business. These interviews provide lively insider accounts from studio executives, distribution professionals, and creative talent of the tumultuous transformation of film and TV in the digital era. The first section features interviews with top executives at major Hollywood studios, providing a window into the big-picture concerns of media conglomerates with respect to changing business models, revenue streams, and audience behaviors. The second focuses on innovative enterprises that are providing path-breaking models for new modes of content creation, curation, and distribution—creatively meshing the strategies and practices of Hollywood and Silicon Valley. And the final section offers insights from creative talent whose professional practices, compensation, and everyday working conditions have been transformed over the past ten years. Taken together, these interviews demonstrate that virtually every aspect of the film and television businesses is being affected by the digital distribution revolution, a revolution that has likely just begun. Interviewees include: • Gary Newman, Chairman, 20th Century Fox Television • Kelly Summers, Former Vice President, Global Business Development and New Media Strategy, Walt Disney Studios • Thomas Gewecke, Chief Digital Officer and Executive Vice President, Strategy and Business Development, Warner Bros. Entertainment • Ted Sarandos, Chief Content Officer, Netflix • Felicia D. Henderson, Writer-Producer, Soul Food, Gossip Girl • Dick Wolf, Executive Producer and Creator, Law & Order
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