The Structure of Executive Information Systems: An Exploratory Analysis

Jones, Jack W.; McLeod, Raymond

doi:10.1111/j.1540-5915.1986.tb00223.x

Cited by 79 publications

(40 citation statements)

References 39 publications

(19 reference statements)

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“…They rely more on information from discussions with individuals than on books, magazines or reports. Jones and McLeod (1986) explored the use of information sources by senior managers in the four decisional roles and reported that information from subordinates was frequently obtained and valued highly. White (1986) studied managers' information needs and use in manufacturing organisations in Britain and found that no correlation exist between the managers' functional roles (production, sales, marketing, finance or personnel) and their information needs.…”

Section: Literature Reviewmentioning

confidence: 99%

Innovation capability of managers in Nigerian large-scale manufacturing companies

Popoola

Fagbola

2014

S. Afr. j. inf. manag.

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Background: Manufacturing companies in Nigeria operate in a turbulent business environment and managers therein need quality information to operate with keen market competition. Information seeking behavior and use as well as knowledge sharing are critical ingredients to enhance innovation capability of managers in business organisations like manufacturing companies for survival.Objectives: This study examines the contributions of information-seeking behaviour, information utilation and knowledge sharing to the prediction of the innovation capability of managers in large-scale manufacturing companies in Nigeria with special reference to the food, beverages and tobacco companies.Method: A total enumeration technique was used to administer copies of a questionnaire to a population of 400 managers in 12 food, beverages and tobacco companies that are listed on the Nigerian Stock Exchange. Of these, 357 responded. The response rate achieved was 89.3%.Results: The study found that there were significant multiple relationships between information-seeking behaviour, information utilisation, knowledge sharing and the innovation capability of the respondents. It was also found that information-seeking behaviour, information utilisation and knowledge sharing jointly and individually predict the innovation capability of the respondents. In addition, information-seeking behaviour contributed 22.18%, information utilisation contributed 44.12%, and knowledge sharing contributed 40.88% to the prediction of innovation capability of managers in food, beverages and tobacco companies in Nigeria. The study equally found that, apart from the traditional ways of sharing knowledge in organisations, social media technology such as Facebook and Twitter, amongst others, are new ways of sharing knowledge in large-scale manufacturing companies in Nigeria.Conclusion: The study recommends that managers in these companies should be encouraged to seek for more information, make more intensive use of information and share knowledge in order to improve their innovation capability.

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Section: Literature Reviewmentioning

confidence: 99%

Innovation capability of managers in Nigerian large-scale manufacturing companies

Popoola

Fagbola

2014

S. Afr. j. inf. manag.

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“…One of Scapin and Bastien"s (1997) ergonomic criteria for designing human-computer interfaces, explicit control, concerns both the system processing of explicit user actions and the control that users have on the processing of their actions by the system. Jones and McLeod (1986) demonstrated that executives can manage information to some extent by controlling the choice of information sources and media. Our findings suggest that executives want to have control over their information profiles, such as sources, types and contents.…”

Section: Controllability -mentioning

confidence: 99%

Supporting decision making process with “ideal” software agents – What do business executives want?

Duan

Ong

et al. 2012

Expert Systems with Applications

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According to H. Simon"s (1977) decision making theory, intelligence is the first and most important phase in the decision making process. With the escalation of information resources available to business executives, it is becoming imperative to explore the potential and challenges of using agent-based systems to support the intelligence phase of decision-making. This research examines UK executives" perceptions of using agentbased support systems and the criteria for design and development of their "ideal" intelligent software agents.The study adopted an inductive approach using focus groups to generate a preliminary set of design criteria of "ideal" agents. It then followed a deductive approach using semi-structured interviews to validate and enhance the criteria. This qualitative research has generated unique insights into executives" perceptions of the design and use of agent-based support systems. The systemic content analysis of qualitative data led to the proposal and validation of design criteria at three levels. The findings revealed the most desirable criteria for agent based support systems from the end users" point view. The design criteria can be used not only to guide intelligent agent system design but also system evaluation.

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“…But the value of computer-based information to managers remains unclear. Empirical research shows that managers typically use a variety of information sources and that, while computer-based information can play a role in decisionmaking, it often plays a small role (Jones and McLeod, 1986;Mintzberg, 1972Mintzberg, , 1973). The research also shows that an important influence on the use of computer-based information, or any other information media, is the managers' perceptions of its utility (Daft, Lengel and Trevino, 1987;Millman and Hartwick, 1987;Schenk, 1992).…”

Section: Introductionmentioning

confidence: 99%

The Usefulness of Computer-Based Information to Public Managers

et al. 1993

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This paper employs data from 260 public managers to assess two broad images of the potential of information technology and computer-based information (CBI) to serve public managers: the "knowledge executive" and the "CBI consumer." The data were collected as part of a longitudinal study of computer use in over 40 U.S. cities in 1976, and again in 1988. We find that computer-based information is important for most managers, that many report they are extremely dependent upon it, and that they currently find it more valuable for control of financial resources than for management of operations. We further find that, among four sets of factors that might account for the differential usefulness of computer-based information to managers, quality and accessibility of the information and the manager's style of use are particularly important. Finally, we conclude that the managers who are most satisfied with the usefulness of computer-based information are those who use support staff to mediate their computer-based information environment rather than those who use the computer to access information directly.We suggest that such indirect use of computing might be the most appropriate mode for many contemporary managers, and that this has interesting implications for the design of information systems.

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The Structure of Executive Information Systems: An Exploratory Analysis

Cited by 79 publications

References 39 publications

Innovation capability of managers in Nigerian large-scale manufacturing companies

Innovation capability of managers in Nigerian large-scale manufacturing companies

Supporting decision making process with “ideal” software agents – What do business executives want?

The Usefulness of Computer-Based Information to Public Managers

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