Many roles have been proposed for the IS executive (ISE). The roles combine to form a superset from which the organization and the ISE each choose a subset of roles to emphasize. It is proposed that the fit between the two subsets affects ISE success. In turn, the success of the ISE leads to IS success. The paper concludes with suggested empirical tests of the model.
Darcy, David; King, William; and Xia, Weidong, "Roles for the IS Executive: A Conceptual Model" (1999). AMCIS 1999 Proceedings. 137.