The history of a major steel company's executive information system (EIS) is reported from its inception in 1984, through its demise as a system for top management, to its transformation in 1991 as a strikingly successful information system for all managers and administrative staff. This case has significant implications for all those who are interested in providing technical support to top decision-makers. It also has important lessons for any organization that has an EIS or that is planning to implement the current generation of EIS technology.
An executive information system (EIS) is a high‐reward, high‐risk project and is often developed with high expectations which end in failure. There exist significant barriers to the creation of a successful EIS. However, as more lessons are learned from previous failed attempts, many innovations have been put in place by EIS practitioners to overcome these barriers. This article presents an empirical study to find out what the significant barriers are and how best practices have been adopted to achieve a successful EIS implementation. By linking the implications of best EIS practice to TQM disciplines, a model of successful EIS implementation is proposed.
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