POLITICS OF IMPLEMENTING EISs

The potential of an executive information system (EIS) to provide executives with easy access to strategic information often threatens influential organizational members, who may resist the system's implementation by engaging in political games. Seven guidelines that minimize the impact of organizational politics on the EIS implementation process can maximize the project's chances for long-term success.     

Mental models, cognitive dissonance and executive information systems' effectiveness

Abstract. Recently there has been interest in the interaction between executives' mental models and executive information systems (EIS). As stated by Rockart & De Long (1988), 'the most significant effect of computer support for executives may be in the enhanced mental models of the systems' users' (p. 130).
It is proposed that each interaction between the EIS and the executive will induce cognitive dissonance in the executive. The effect of the dissonance on the mental models will depend upon (a) whether the executive is in an exploratory mode or confirmatory mode and (b) whether the dissonance is below, within or above the threshold range.
Cognitive dissonance serves to instil an opportunity for the creation, confirmation, expansion or reconstruction of one's mental model (s). This increases the likelihood of the executive's effectiveness being enhanced by the EIS and thus would enable better decision making. On the other hand, it can also lead to the rejection of the EIS depending on the mode (exploratory or confirmatory) of the executives and the level of their conviction in their mental models.
An understanding of the cognitive dissonance threshold ranges of executives under different modes of operation is important to prevent rejection of the EIS at one extreme and unquestioning acceptance at the other extreme. Continuous learning engendered by cognitive dissonance within the threshold range, whether in the exploratory mode or the confirmatory mode, is essential tor sustaining the symbiotic relationship between the executive and the EIS. Controlling the level of dissonance within certain range limits would allow opportunities for the creation, confirmation, expansion or reconstruction of mental models and thus, through enhanced mental models, enable better decision making by the executive. This better decision making results in increased effectiveness.     

EXECUTIVE INFORMATION SYSTEMS

Selecting the appropriate method for determining the information requirements for an executive information system (EIS) depends on the characteristics of the users of the system (i.e., the executives), the potential applications of the system, and the environment in which the system will be used. IS managers charged with the task of developing an EIS can obtain these critical requirements by direct methods (e.g., participating in executive meetings) or by indirect means (e.g., using a software program to track executive use of the EIS), all of which are discussed in this article.     

Determinates of EIS acceptance

The large number of organizations developing executive information systems (EISs) highlights the importance of understanding why executives use these systems. This survey investigated how ease of use, the number of features, and support staff characteristics are related to EIS acceptance. Acceptance was measured by the percentage of the targeted users who incorporate the EIS into their daily routine. High usage was not associated with ease of use, a large number of features, or the staff being physically close to the users. However, rapid development time was positively correlated with acceptance. Higher numbers of available features were associated with larger support staffs and larger user groups. The number of users was positively correlated with both staff size and EIS age. Existing EISs place a stronger emphasis on reporting internal rather than external data.     

Strategic information and strategic decision making: the EIS/CEO interface in smaller manufacturing companies

Executive information systems (EIS) often focus on providing external data to top management for environmental scanning. However, for many executives, the need for internal information may be just as strong, in order to provide an accurate appraisal of the firm’s ability to capitalize on opportunities. Yet much of the environmental scanning research to date focuses on the external environment. To place a framework on this issue, categories for both internal and external data are derived from the management literature. A survey of CEOs for small manufacturing firms indicates that internal information is just as important in analysis of new situations as is the external information. Additionally, the CEOs place no particular order on access to the information. EIS should be designed to allow for access to all categories of information in an order selected by the executive and provide important internal information for making strategic decisions.     

GUIDELINES FOR DESIGNING EIS INTERFACES Meeting Executives' Information Needs

For users of an executive information system (EIS), the EIS interface is the system and is crucial to the EIS's success. These guidelines for designing EIS interfaces are based on studies of actual EIS interfaces that meet the unique information needs of executives.     

CEO and CIO perceptions of information systems strategy: evidence from Hong Kong

Studies in the literature indicate that many organizations have experienced a crisis of confidence in information systems (IS) functions and IS executives. We address the issue of joint chief executive/IT executive responsibility in building a corporate culture to overcome resistance to technological changes. This paper reports a study of differences in IT perceptions between chief executives and IS executives. The results suggest a similarity of views in three major dimensions of perception: IT vision, organizational IS issues and IT support for knowledge management. The study also suggests that national culture, industry type and the chief executive/IT executive relationship contribute to differences in IT perception.     

Evaluation of EIS from a managerial perspective1

Abstract. While executive information systems (EIS) constitute a rising trend in the use of information technology in organizations, much is still unknown in terms of the attributes an EIS should possess in order to increase the probability of successful implementation. A survey was conducted on 28 Canadian organizations, with 52 users giving their perceptions on the various attributes of EIS. Results indicate that the more important aspects relate to the quality of information and the benefits provided by EIS. Less important are the user-interface and technical capabilities. User satisfaction with the attributes of their present system was also measured. In this regard, managers were more content with the quality of information and the user-interface than with the benefits and the technical capabilities of their EIS. Overall, top-managers were less satisfied with the present system than lower-level managers.     

Factors critical to the success of executive information systems in British Airways

Previous researchers in the USA and in the UK have identified the critical success factors involved in implementing executive information systems (EIS). British Airways, which has had a successful EIS for over seven years, has just launched a second generation version. Experience of developing and using the system reinforces some of the earlier findings whilst contradicting others. In particular EIS folklore suggests a weak role for IS staff, whereas the EIS in British Airways has been successfully pioneered by IS staff who have been responsible for developing, implementing and supporting it.     

GUIDELINES FOR DESIGNING EIS INTERFACES Meeting Executives' Information Needs

Abstract

For users of an executive information system (EIS), the EIS interface is the system and is crucial to the EIS's success. These guidelines for designing EIS interfaces are based on studies of actual EIS interfaces that meet the unique information needs of executives.     

Measuring organizational impacts by integrating competitive intelligence into executive information system

Despite the progress that has been achieved using modern methods of decision support, competitive intelligence is one of the most economical methods of instrument for executive information system with a relatively high rate of effectiveness. The objectives of this study are (1) to investigate the conception of competitive intelligence and the furtherance of competitive intelligence on the executive information system stage; (2) to form an innovative structural equation modelling for executive information system through the perspectives of competitive intelligence; (3) to examine the influences of competitive intelligence on executive information system and organizational performances. Questionnaire survey methodology was applied to receive data from executives in Taiwan. The process, the product of competitive intelligence, and organizational performances were observed as three considerable axles in this investigation. The results reveal testimony that competitive intelligence is positively related to organizational performances, indicating that competitive intelligence does influence the behavior of decision-making both of enterprise executives and the entire organization. The findings of this study disclose that integrating competitive intelligence activities exert a complete function on executive information system for enterprise executives.     

An AHP-based methodology to rank critical success factors of executive information systems

For academics and practitioners concerned with computer-based information systems, one central issue is the study of critical success factors (CSF) of information systems development and implementation. Whereas several critical success factors analyses appear in the literature, most of them do not have any technical background. In this paper, we propose the use of the analytic hierarchy process (AHP) to set critical success factors priorities. Results suggest that technical elements are less critical than information and human factors and that an adequate knowledge of the information requirements of users is the most important critical success factors related with executive information systems (EIS).     

Overcoming the disabling effects of executive information systems

Abstract. Computer support for the executive has always been controversial, although the recent expansion in the Executive Information Systems (EIS) market suggests that this picture may be changing. In this paper, the implications of the upward expansion of computer use in organizations are considered. At present, most EIS applications seem to be informed by the same objectivist orientations that earlier Management Information Systems (MIS) embodied. It is suggested that the use of such systems may disable executive creativity, and the paper concludes with the consideration of an alternative framework for executive computer support.     

Information flows amongst executives: their implications for systems development

Senior managers have tended to resist the incursion into their personal domain of computer systems meant for their use. Their main criticism is that technical solutions are being imposed on them without an adequate analysis of the problems at hand. This suggests that the way in which executives obtain and exchange information may not be adequately understood. With the help of a framework designed to identify top executives' networks of information flows, the study reported in this paper analysed the information practices of 16 executives from four organizations. The findings of the research indicated that executives use a combination of communication flows and information flows in a proportion which varies depending upon the context of their different activities. It also revealed that executives initiated information and communication flows of a different nature depending upon the role they play and the level of those with whom they deal within the organization. The results of the study suggest that very specific approaches are needed when identifying executives' needs in terms of developing systems aimed at supporting top managers' strategic activities.     

Samaritan Health Services profits from executive information system

With nine hospitals, 14 clinics, several managed-care plans, a multispeciality physician clinic, a large home health division--and the largest non-military air transport service in the U.S.--Samaritan Health Services in Maricopa County, Ariz., had a need for some major decision support. Their new EIS has passed the acid test--two new top executives began using it after less than an hour of orientation and continue to use it to shape the large organization's strategic direction.     

USER SATISFACTION WITH EISs

Senior executives have individualized needs. How well are their needs met by executive information systems (EISs) designed for their use? This survey of CEOs measures their satisfaction with EISs. The survey also tests what link, if any, exists between a high level of user satisfaction and certain design and implementation approaches—including prototyping and the use of consultants—that are commonly a part of EIS development.     

The effect of strategic alignment on the use of IS-based resources for competitive advantage

Persuasive evidence has described the strategic use of information resources in organizations. As a result, IS researchers have sought empirically to link that use to improved organizational performance. However, this alignment-performance relationship has been difficult to confirm.The current study contributes by distinguishing the alignment of the information systems plan with the business plan (ISP–BP) and the reciprocal alignment (BP–ISP). The study used 107 matched pairs of IS executives and other senior executives. Analysis showed that for IS executives both ISP–BP and BP–ISP alignment predicted the use of IS-based resources for competitive advantage. However, for other senior executives, only ISP–BP alignment predicted it. Study results suggest both groups of subjects share an understanding of the role of ISP–BP in creating competitive advantage from their information systems investments. However, the lack of a shared understanding of BP–ISP alignment may prevent organizations from achieving that advantage.     

Technology enters the hospital's executive suite

Two major forces are driving the emergence of more powerful and comprehensive executive information systems: compression of the time horizon--CEO's cannot wait weeks or months for historical trends data--and EIS technological development that allows executives to tap into daily operations on all levels.     

Executive Information System implementation in organisations in South Africa and Spain: A comparative analysis

Executive Information Systems (EIS) grew out of the information needs of executives and are designed to serve the needs of users in strategic planning and decision-making. EIS are high risk information technology implementation projects. The authors compare survey studies of EIS implementation in well-established organisations in South Africa and Spain. From a comparative analysis, the authors report eight identified parallelisms and three differences in EIS in these countries and suggest that there is scope and need for continued research in the area of future EIS implementation in these countries.     

Executive support systems and executive preferences: a comparison of information channel selection theories

Abstract. A number of theories have been put forward to explain how managers make information channel choices. These include channel disposition, media richness and social influence. Each is assessed in terms of its usefulness for providing insight into why executives choose to use or not to use executive support systems (ESS). The results of a survey of 66 executives indicate that social influence theory may provide significant insight into information channel selection. A secondary analysis provides evidence that there are no significant relationships between demographic characteristics and several perceptual measures of ESS performance.