Skip to content
Back to outputs

An empirical study of EIS satisfaction: some preliminary findings

Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)peer-review

Standard

An empirical study of EIS satisfaction: some preliminary findings. / Xu, Mark.

Synergy matters. ed. / A. Castell; A. Gregory; G. Hindle; M. James; G. Ragsdell. Berlin : Springer, 2002. p. 607-612.

Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)peer-review

Harvard

Xu, M 2002, An empirical study of EIS satisfaction: some preliminary findings. in A Castell, A Gregory, G Hindle, M James & G Ragsdell (eds), Synergy matters. Springer, Berlin, pp. 607-612. <http://dx.doi.org/10.1007/0-306-47467-0_102>

APA

Xu, M. (2002). An empirical study of EIS satisfaction: some preliminary findings. In A. Castell, A. Gregory, G. Hindle, M. James, & G. Ragsdell (Eds.), Synergy matters (pp. 607-612). Springer. http://dx.doi.org/10.1007/0-306-47467-0_102

Vancouver

Xu M. An empirical study of EIS satisfaction: some preliminary findings. In Castell A, Gregory A, Hindle G, James M, Ragsdell G, editors, Synergy matters. Berlin: Springer. 2002. p. 607-612

Author

Xu, Mark. / An empirical study of EIS satisfaction: some preliminary findings. Synergy matters. editor / A. Castell ; A. Gregory ; G. Hindle ; M. James ; G. Ragsdell. Berlin : Springer, 2002. pp. 607-612

Bibtex

@inbook{22eb5881e39b4660a3e533e66f35d1a2,
title = "An empirical study of EIS satisfaction: some preliminary findings",
abstract = "Current EISs failed to systematically scan, process and provide meaningful information to senior managers engaged in strategic decision making, which has been seen the main cause leading to EIS dissatisfaction. The design of current EISs concentrates a great deal on technical issues, i.e. ease of use, graphics capability, data access and drill-down features, this may not be attractive enough to get executives{\textquoteright} hands on the EISs. Rather, through EISs {"}to improve strategic information available to the top management team{"} appears essential to increase executives' satisfaction. The EISs hence should be able to scan both external and internal information of relevance to executives (Heley and Watson, 1996; Vandenbosch and Huff, 1997; Frolick, et al. 1997), in particular, should be able to cater for soft, non-quantitative and highly aggregated information (Watson, et al. 1996). This can be implemented by embedding the EISs with information scanning facilities to scan both factual and soft information from the external environment, and tools for filtering and refining the received information. In addition, the {"}Information Support{"} role needs to be created as opposed to traditional IT support, to enhance senior executives', as well as an organisation's information scanning and processing capability.",
author = "Mark Xu",
year = "2002",
language = "English",
isbn = "9780306461866",
pages = "607--612",
editor = "A. Castell and A. Gregory and G. Hindle and M. James and G. Ragsdell",
booktitle = "Synergy matters",
publisher = "Springer",

}

RIS

TY - CHAP

T1 - An empirical study of EIS satisfaction: some preliminary findings

AU - Xu, Mark

PY - 2002

Y1 - 2002

N2 - Current EISs failed to systematically scan, process and provide meaningful information to senior managers engaged in strategic decision making, which has been seen the main cause leading to EIS dissatisfaction. The design of current EISs concentrates a great deal on technical issues, i.e. ease of use, graphics capability, data access and drill-down features, this may not be attractive enough to get executives’ hands on the EISs. Rather, through EISs "to improve strategic information available to the top management team" appears essential to increase executives' satisfaction. The EISs hence should be able to scan both external and internal information of relevance to executives (Heley and Watson, 1996; Vandenbosch and Huff, 1997; Frolick, et al. 1997), in particular, should be able to cater for soft, non-quantitative and highly aggregated information (Watson, et al. 1996). This can be implemented by embedding the EISs with information scanning facilities to scan both factual and soft information from the external environment, and tools for filtering and refining the received information. In addition, the "Information Support" role needs to be created as opposed to traditional IT support, to enhance senior executives', as well as an organisation's information scanning and processing capability.

AB - Current EISs failed to systematically scan, process and provide meaningful information to senior managers engaged in strategic decision making, which has been seen the main cause leading to EIS dissatisfaction. The design of current EISs concentrates a great deal on technical issues, i.e. ease of use, graphics capability, data access and drill-down features, this may not be attractive enough to get executives’ hands on the EISs. Rather, through EISs "to improve strategic information available to the top management team" appears essential to increase executives' satisfaction. The EISs hence should be able to scan both external and internal information of relevance to executives (Heley and Watson, 1996; Vandenbosch and Huff, 1997; Frolick, et al. 1997), in particular, should be able to cater for soft, non-quantitative and highly aggregated information (Watson, et al. 1996). This can be implemented by embedding the EISs with information scanning facilities to scan both factual and soft information from the external environment, and tools for filtering and refining the received information. In addition, the "Information Support" role needs to be created as opposed to traditional IT support, to enhance senior executives', as well as an organisation's information scanning and processing capability.

M3 - Chapter (peer-reviewed)

SN - 9780306461866

SP - 607

EP - 612

BT - Synergy matters

A2 - Castell, A.

A2 - Gregory, A.

A2 - Hindle, G.

A2 - James, M.

A2 - Ragsdell, G.

PB - Springer

CY - Berlin

ER -

ID: 190852