Moving from an Executive Information System to Everyone's Information System: lessons from a case study

Wheeler, Frederick P.; Chang, S.H.; Thomas, R. J.

doi:10.1057/jit.1993.24

Cited by 13 publications

(1 citation statement)

References 9 publications

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“…EISs were initially developed to meet the distinct information needs of executives (Rockart & Treacy, 1982). In many organizations, their use has spread to managers at various levels of the organization (Friend, 1990;Wheeler et al, 1993). They are generally bespoke developments that extract information from operational data sources and present it in a way that is meaningful to executive users.…”

Section: E I S a S A S U B J E C T F O R T H E S T U D Y O F I N F O mentioning

confidence: 99%

The rise and fall of an executive information system: a case study

McBride

1997

Information Systems Journal

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The progress of an executive information system project within a manufacturing organization over a period of 9 years is described. The case study illustrates the importance of the interaction between the business environment, the organizational environment and the perceptions and interpretations of events and facts by stakeholders on the success or failure of an information system. It shows the importance of context in the development and implementation of an executive information system and the dynamic nature of the influence of social, economic and technical factors. The reasons for the initial success and the subsequent failure of the EIS within the company are explored from a contingency perspective.

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Section: E I S a S A S U B J E C T F O R T H E S T U D Y O F I N F O mentioning

confidence: 99%

The rise and fall of an executive information system: a case study

McBride

1997

Information Systems Journal

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A Decision Support System for Enterprise Engineering

Noran

2008

Information Systems Development

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This paper describes the design principles of a system aimed to support decisionmaking in Enterprise Engineering (EE) projects. The system proposes a novel approach based on the analysis of the interactions between project participants in the context of their life cycles. An outline of the theoretical foundation is followed by the requirements, architectural and detailed design descriptions of the proposed support system.

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A Decision Support Framework for Collaborative Networks

Noran

2007

Establishing the Foundation of Collaborative Networks

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Collaborative Networh (CNs) enhance the preparedness ol their participants to promptlv form Virtual Organisations (VOs) that are able to successful~v tender for large scale and distributed projects. However, the CN elficiency essential~v depend~ on the ability of its managers to match and customise available reference models but o!;en, also to create new project activities. Thus, given a particular VO creation project, the CN managers must prompt(v infer 'what needs to be done' (discover the project processes) and how to best communicate their Justified belief~' to the CN members involved. This paper proposes a framework for a decision support system that can help managers and enterprise architects discover/update the main activities and aspects that need to be modelledfor various entelprise task types, with special emphasis on the creation of" VOs. Thef;'amework content is also explained 'by example', in the context ofa real-world scenario.

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Moving from an Executive Information System to Everyone's Information System: lessons from a case study

Cited by 13 publications

References 9 publications

The rise and fall of an executive information system: a case study

The rise and fall of an executive information system: a case study

A Decision Support System for Enterprise Engineering

A Decision Support Framework for Collaborative Networks

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