Expert versus novice use of the executive support systems: an empirical study
Information and Management
Advanced topics in global information management
Something for nothing: management rejection of open source software in Australia's top firms
Information and Management
Current practices in e-government-induced business process change (BPC)
dg.o '04 Proceedings of the 2004 annual national conference on Digital government research
Affective commitment in the public sector: the case of IT employees
Proceedings of the 2006 ACM SIGMIS CPR conference on computer personnel research: Forty four years of computer personnel research: achievements, challenges & the future
What can e-Commerce and e-Government learn from each other?
dg.o '06 Proceedings of the 2006 international conference on Digital government research
Changes in MIS research: status and themes from 1989 to 2000
International Journal of Information Systems and Change Management
Something for nothing: management rejection of open source software in Australia's top firms
Information and Management
Siblings of a different kind: e-Government and e-Commerce
EGOV'10 Proceedings of the 9th IFIP WG 8.5 international conference on Electronic government
Information technology support for reengineering public administration: A conceptual framework
International Journal of Information Management: The Journal for Information Professionals
International Journal of Information Management: The Journal for Information Professionals
The Structural Context of Executive Information Systems Adoption
Information Resources Management Journal
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Advances in the development of executive information systems (EIS) have predominantly occurred in the private sector, with far less progress taking place in the public sector. Surely, the need for EIS in the public sector exists. Despite problems of EIS development in the public sector, successful systems can be built. This paper explores the differences between public and private systems and describes an EIS developed for a large agency of the New York state government. The system is being used in different and creative ways, leading to a change in the organization's culture, with implicit and explicit impact on the focus of the organization and its measurement systems. A key feature of the system is its very low development cost. Sensitivity to cost and risk inhibits development in public agencies, and in the private sector as well. The approach described includes the use of standard, easily available programming and software tools for development and prototyping with live data. An iterative process was employed to develop new data where no previously existed. The experience reported here highlights how commitment from top management is a primary factor for EIS success in the public sector, even more so than in the private sector.