Executive information systems development in an emerging economy

Authors:
David Arnott;Waraporn Jirachiefpattana;Peter O'Donnell
Affiliations:
Decision Support Systems Laboratory, Monash University, Melbourne, Australia;School of Applied Statistics, National Institute of Development Administration, Bangkok, Thailand;Decision Support Systems Laboratory, Monash University, Melbourne, Australia
Venue:
Decision Support Systems
Year:
2007

Citing 6
Cited 2

Executive support systems: the emergence of top management computer use

Executive support systems: the emergence of top management computer use
Management information systems in the Chinese business culture: an explanatory theory

Information and Management
Critical success factors revisited: success and failure cases of information systems for senior executives

Decision Support Systems
Information Systems Development: Methodologies, Techniques, and Tools

Information Systems Development: Methodologies, Techniques, and Tools
Global Information Technology Outsourcing: In Search of Business Advantage

Global Information Technology Outsourcing: In Search of Business Advantage
The outsourcing decision

International Journal of Information Management: The Journal for Information Professionals

Utilizing user-group characteristics to improve acceptance of management support systems: state of the art and six design guidelines

DESRIST'11 Proceedings of the 6th international conference on Service-oriented perspectives in design science research
A decision framework for the consolidation of performance measurement systems

Decision Support Systems

Quantified Score

Hi-index	0.00

Visualization

Abstract

This paper addresses executive information systems (EIS) development in an emerging economy. In particular, it examines EIS development in Thailand, a nation that is more representative of the majority of emerging economies in the South East Asian region than the four Asian Tigers (Singapore, Hong Kong, Taiwan and South Korea). Case studies of the development of four systems in large Thai organizations are presented. The analysis of the cases and their comparison to a benchmark study gives rise to the concept of EIS cultural fit, a concept that adds to our understanding of the reasons for the success and failure of EIS projects in emerging economies. The cases also raise questions about using outsourcing as a development strategy for EIS in emerging economies.