Designs for environmental scanning systems: tests of a contingency theory
Management Science
EIS evolution in large Spanish businesses
Information and Management
UK executives' vision on business environment for information scanning: a cross industry study
Information and Management
Eight key issues for the decision support systems discipline
Decision Support Systems
Information use and early warning effectiveness: Perspectives and prospects
Journal of the American Society for Information Science and Technology
Design and natural science research on information technology
Decision Support Systems
Design science in information systems research
MIS Quarterly
The nature of theory in information systems
MIS Quarterly
More applicable environmental scanning systems leveraging "modern" information systems
Information Systems and e-Business Management
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The 2008/2009 economic crisis provided a sustainable impulse for improving environmental scanning systems. Although a substantial body of knowledge exists, these concepts are not often used by practitioners. Based on a literature research, this article outlines six guidelines for designing environmental scanning systems that are more applicable than the state of the art. We incorporate these guidelines in a six-step method and focus on how the capabilities of "modern" information systems (IS) enable a better "grasp" of weak signals and a closer incorporation of the findings into the executives' decisionmaking process. Applying this reworked method at a raw materials and engineering company leads to a first instantiation--the "Corporate Radar." The version discussed here ends with a value-driver tree showing economic value added at risk on top. The resulting lessons learned helped us in two ways: providing concrete starting points for future research and arguing for the research method presented here.