現代企業的資訊長(高階資訊主管)除了需具備充分的科技專業知識與技能外，亦應透過企業與科技管理相關知識、技術與能力的培養，以有效提升其角色績效、強化組織競爭優勢，並達成企業策略目標。本研究以『活動能力模式』為基礎，配合相關研究理論發展研究架構與假說，對高階資訊主管的企業科技管理能力與其對角色績效的影響關係深入探討。關於資訊長的重要角色、活動與知識/技能需求之探索策略，乃植基於企業科技管理實務需求的完整架構上。藉由高階資訊主管角色績效與企業科技管理能力問卷的發展與驗證，並透過大規模實證調查資料的收集，以進行本研究理論架構之驗證；研究樣本的組成，乃由中華徵信所與海峽兩岸基金會之台商資料庫，所隨機選取的968家具正式資訊部門的高科技與全球運籌企業為代表樣本，關於本研究的概念模式與研究假說之驗證上，則應用最小偏平方法的分析軟體進行實證資料的統計分析。研究結果支持所建立的企業科技管理階層架構，而企業科技與企業管理才能對企業科技管理活動效能的直接影響關係，以及企業科技管理能力對資訊長角色績效之正向影響效果，亦獲得統計分析結果的充分證實。本研究成果除對現代企業資訊長的企業科技管理能力訓練與能力發展能有具體貢獻外，並可協助企業高階管理階層，有效評估資訊專業人員的企業科技管理能力與才能發展需求，制定確實可行之規劃決策與實施方針。

Chief Information Officers (CIOs) in contemporary enterprises should not only possess technology specialties, but also cultivate themselves with an in-depth understanding of business and technology management skills/knowledge in order to effectively improve their role performance, enhance sustainable competitive advantages and achieve business strategic goals. Based upon activity competency model and prior theoretical works, this study presents a conceptual model to investigate the capability of business technology management (BTM) required by CIOs and the impacts of that capability on the performance of their roles. Our strategy for identifying CIOs’ critical roles and activities, and the skills/knowledge required by CIOs is anchored within a comprehensive framework of business technology management (BTM) practices. A scale to measure CIOs’ role performance and BTM capability was first developed and validated. Nine hundred and sixty eight high-tech companies of Taiwan and China which have a formal MIS department and global logistic firms were randomly selected from the databases of China Credit Information Service Ltd. and Strait Exchange Foundation as representative samples in this study. The partial least squares method was used to empirically test the conceptual model and hypotheses through the large-scale survey data collected. The empirical results support the proposed hierarchy of BTM capability and confirm that both business technology and business management competencies have positive significant influences on BTM activity effectiveness and BTM capability also significantly impacts CIOs’ role performance. The findings of this study are of particular value to those concerned with BTM capability training and competency development for CIOs. Executive management can take advantage of such BTM capability profiles to assist in making succession-planning decisions and implementing guidelines by evaluating the competency levels and development needs of their IS professionals.

ABSTRACT I
ABSTRACT IN CHINESE III
TABLE OF CONTENTS IV
LIST OF TABLES VI
LIST OF FIGURES VII
1. INTRODUCTION 1
1.1 Background and Motivation 1
1.2 Research Objectives 5
1.3 Research Questions 7
1.4 Research Design 7
2. CONCEPTUAL MODEL AND HYPOTHESES DEVELOPMENT 14
2.1 Activity Competency Model 14
2.2 BTM Capability of CIOs 16
2.2.1 The Hierarchy of BTM Capability 17
2.2.2 Taxonomy of Business Technology and Business Management Competencies 19
2.2.3 Empowerment Theory 20
2.2.4 Business Technology Competency and Its Influence on BTM Activity Effectiveness 22
2.2.5 Business Management Competency and Its Influence on BTM Activity Effectiveness 28
2.3 Impacts of BTM Capability on CIO Role Performance 32
2.3.1 The Dimensions of CIO Roles 32
2.3.2 Theory of Role-Based Performance Measure 36
2.3.3 The Influence of BTM Activity Effectiveness on CIO Role Performance 38
3. RESEARCH METHODOLOGY 42
3.1 Measurement Development 43
3.2 Construct Operationalization 45
3.2.1 CIO Role Performance 45
3.2.2 BTM Activity Effectiveness 48
3.2.3 Business Technology and Business Management Competencies 50
3.3 Sampling and Survey Administration 53
3.4 Data Analyses 54
3.4.1 Measurement Validation 54
3.4.2 Test of the Structural Model 56
4. DATA ANALYSIS AND RESULTS 58
4.1 Response Rate and Characteristics of Respondents 58
4.2 Measurement Properties 60
4.3 Test of the Structural Model 67
4.4 The Causal Effects among Constructs and Test of Mediation 71
5. DISCUSSIONS AND CONCLUSION 76
5.1 Discussion of Research Results 76
5.2 Research Contributions and Implications 77
5.3 Limitations and Future Research 80
5.4 Conclusion 83
REFERENCE 85
APPENDIX A. SURVEY INSTRUMENT IN CHINESE 100
APPENDIX B. SCALE ITEMS OF SURVEY INSTRUMENT 109

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