Public management information systems: theory and prescription
Public Administration Review - Special issue: public management information systems
Executive support systems: the emergence of top management computer use
Executive support systems: the emergence of top management computer use
EIS: it can work in the public sector
MIS Quarterly
Information centers as organizational innovation: exploring the correlates of implementation success
Journal of Management Information Systems
A structural model for CASE adoption behavior
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Executive information systems: their impact on executive decision making
Journal of Management Information Systems - Special issue: Organizational impact of group support systems, expert systems, and executive information systems
Assessing the value of conoco's EIS
MIS Quarterly
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While some firms are developing computer-based Executive Information Systems EIS to support key executives and managers, a large number of organizations are presently not using EIS. Our focus here is on structural factors associated with the adoption of EIS capabilities that support managerial communication, coordination, control, and planning. A national survey was conducted to collect data for the empirical study. Our analysis uses data from 210 organizations representing adopters and non-adopters of key EIS capabilities. Adopters of each of the four EIS capabilities have higher levels of environmental dynamism, heterogeneity, and hostility than their non-adopting counterparts. EIS adopters with higher levels of environmental pressures appear to be implementing distributed architectures to deliver EIS applications. Furthermore, adopters of EIS capabilities for purposes of coordination, control, and planning have larger IS departments than non-adopters. It also appears that larger organizations are implementing EIS capabilities for planning purposes to a greater degree than smaller organizations. They also have a greater proportionate representation from the for-profit sector. Implications of these findings are discussed along with directions for future research