1.西安交通大学管理学院,陕西 西安 710049; 2.College of Engineering and Information Technology,University of Arkansas at Little Rock,Little Rock,AR 72204 U.S.A; 3.哈尔滨工业大学(威海经济管理学院,山东 威海 264209
CDO Role and Responsibility Study in the Big Data Era
Nie Yu1,2, Xiao Zhongdong1, Feng Taiwen3, John R.Talburt2
1.School of Management,Xi'an Jiaotong University,Xi'an 710049,China; 2.College of Engineering and Information Technology,University of Arkansas at Little Rock,Little Rock,AR 72204 U.S.A; 3.School of Economic & Management,Harbin Institute of TechnologyWeihai,Weihai 264209,China
Abstract：With the advent of the Big Data era,Chief Data Officers(CDOs)take on the task of managing all types of data.However,as an emerging position,the roles and responsibilities of CDOs in the organization are not yet completely clear.This study uses the two-stage survey method,takes CDOs from a number of US companies as the research object,combines with the actual work of CDOs to explore the main responsibilities of CDOs and summarize their roles in the operation of the enterprises.At last,we establish the CDO's roles and responsibilities hierarchy.The study shows that CDOs mainly undertake twenty-eight job responsibilities in enterprises,such as maximizing business value,exploring new business opportunities,data quality management,etc.And CDOs mainly play five roles:data governor,commercial value digger,decision maker,coordinator,data concept and skill promoter.By analyzing the weight of roles and responsibilities,the study concludes that the most important roles of CDOs are Data governor and commercial value digger.The most important responsibilities are to maximize data value and explore new business opportunities.
聂钰, 肖忠东, 冯泰文, John R.Talburt. 大数据时代首席数据官的角色与职责[J]. 中国科技论坛, 2019(7): 157-164.
Nie Yu, Xiao Zhongdong, Feng Taiwen, John R.Talburt. CDO Role and Responsibility Study in the Big Data Era. , 2019(7): 157-164.
[1]LEE Y,MADNICK S,WANG R.A cubic framework for the chief data officer(CDO):succeeding in a world of big data[J].MIS quarterly executive,2014,13(1):1-13. [2]LEE Y,STRONG D M,KAHN B K,et al.AIMQ:a methodology for information quality assessment[J].Information & management,2002,40(2):133-146. [3]WANG R,STRONG D M.Beyond accuracy:What data quality means to data consumers[J].Journal of management information systems,1996,12(4):5-33. [4]ADIZES I.Organizational passages-diagnosing and treating lifecycle problems of organizations[J].Organizational dynamics,1979,8(1):3-25. [5]POPKIN J,LOGAN V A,LOGAN D,et al.Survey analysis:second gartner CDO survey-the state of the office of the CDO[R].Stamford:Gartner,Inc,2016:13-20. [6]李宁,郭毅夫,王岩.云管理商业模式及评估[J].中国管理科学,2012,20(S2):640-646. [7]HAMBRICK D C,MASON P A.Upper echelons:the organization as a reflection of its top managers[J].Academy of management review,1984,9(2):193-206. [8]HAMBRICK D C,CANNELLA A A.CEOs who have COOs:contingency analysis of an unexplored structural form[J].Strategic management journal,2004,25(10):959-979. [9]MURPHY K J,ZABOJNIK J.CEO pay and appointments:a market-based explanation for recent trends[J].The American economic review,2004,94(2):192-196. [10]CHUN M,MOONEY J.CIO roles and responsibilities:twenty-five years of evolution and change[J].Information & management,2009,46(6):323-334. [11]PEPPARD J,EDWARDS C,LAMBERT R.Clarifying the ambiguous role of the CIO[J].MIS quarterly executive,2011,10(1):31-44. [12]FAVARO P.Beyond bean counting:the CFO′s expanding role[J].Strategy & leadership,2001,29(5):4-8. [13]FARAG H,PLASCHKE F,RODT M.Evolving capital markets and the changing role of the CFO[M]//HOMMEL U,FABICH M,SCHELLENBERG E,et al.The strategic CFO.Berlin:Heidelberg,2011:127-142. [14]AIKEN P.The case for the chief data officer[M].Waltham:Morgan Kaufmann in Elsevier Inc,2013:1-3. [15]ZHAN X.Examining the shareholder value effects of announcements of CDO positions[C]//Proceedings of the 13th International Conference on Service Systems and Service Management(ICSSSM).Kunming,China,2016:1-6. [16]XU F,ZHANG H,HUANG W.The value of chief data officer presence on firm performance[C]//Proceedings of the 20th Pacific Asia Conference on Information Systems(PACIS).Chiayi,Taiwan,2016:213-217. [17]NOH K S.A study on the position of CDO for improving competitiveness based big data in cluster computing environment[J].Cluster comput,2016,19(3):1659-1669. [18]CHAE H,KOH C E,PRYBUTOK V R.Information technology capability and firm performance:contradictory findings and their possible causes[J].MIS Quality,2014,38(1):305-326. [19]BHARADWAJ A S.A resource-based perspective on information technology capability and firm performance:an empirical investigation[J].MIS Quality,2000,24(1):169-196. [20]CARMELI A,FRIEDMAN Y,TISHLER A.Cultivating a resilient top management team:the importance of relational connections and strategic decision comprehensiveness[J].Safety science,2013,51(1):148-159. [21]HAMBRICK D C.Top management groups:a conceptual integration and reconsideration of the“team”label[J].Research in organizational behavior,1994,16:171-214. [22]YOHANNES T H,AYAKO A B,MUSYOKI D.The impact of top management team demographic characteristics on firm performance:a case of marketing and social research association(MSRA)firms in Kenya[J].International journal of management sciences,2016,7(2):44-61. [23]GOMEZ-CABRERO D,ABUGESSAISA I,MAIER D,et al.Data integration in the era of omics:current and future challenges[J].BMC systems biology,2014,8(Suppl 2):1-10. [24]冯芷艳,郭迅华,曾大军,等.大数据背景下商务管理研究若干前沿课题[J].管理科学学报,2013,16(1):1-9. [25]WALKER S J.Big Data:a revolution that will transform how we live,work,and think[J].International journal of advertising,2015,33(1):181-183.
2019, 
