The Public Sectors of developing countries are facing challenges in integrating Information and Communication Technology (ICT) due to the absence of an ICT leadership position. Although the literature suggests that the Chief Information Officer (CIO) position facilitates better alignment of ICT with business objectives, the literature only captures scattered issues including competency, role effectiveness, and structural relationships, and those only from developed countries' perspectives. It

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... mains under-researched how the public sector of developing countries can make the transition to the implementation of strategic positions such as CIO. Reflecting on the challenge of integrating ICT in the public sector of developing countries, this research advances the idea of establishing an ICT leadership position such as a Chief Information Officer (CIO) or equivalent through an empirical investigation comparing Australia and Bangladesh. Using interpretivism research, a case study approach (Yin, 2009) is applied, incorporating change management conditions (Fernandez & Rainey, 2006), defensive routines (Argyris, 1985), and Institutional process (Scott, 2008) theories. Findings of the research contribute to the CIO literature by revealing interesting and important similarities and differences between the two countries regarding CIO transition. In Australia, the CIO position was established over a decade ago through the reformation of governance structures within a whole-of-government agenda. In contrast, weak governance mechanisms, aggravated by strong defensive routines from top level management, hinder the transition to CIO in Bangladesh. A combination of theories offers a new and holistic perspective and provides that interventions in the governance structure are critical to ensure a conducive climate by nurturing coercive and normative pressures to minimize defensiveness towards establishing a CIO.