Executive information systems : eight factors critical to successful implementation : a government agency case study

Koh, Kevin V. Y. (1993). Executive information systems : eight factors critical to successful implementation : a government agency case study Master's Thesis, Dept. of Commerce, The University of Queensland.

       
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Author Koh, Kevin V. Y.
Thesis Title Executive information systems : eight factors critical to successful implementation : a government agency case study
School, Centre or Institute Dept. of Commerce
Institution The University of Queensland
Publication date 1993
Thesis type Master's Thesis
Total pages 267
Language eng
Subjects 1402 Applied Economics
Formatted abstract The primary objective of this study is to contribute to the development of a theory of how implementation process for Executive Information Systems (EIS) can be made simpler and reduce the risk involved in their implementation.

This objective is attained by surveying the EIS literature to build a framework for EIS implementation and development. In particular the framework adopted much of its structure from• Rockart and De Long's eight factors critical to successful EIS implementation. The framework developed from the literature is then used to compare and contrast with the processes adopted by an practical implementation process.

The case studies research was adopted for the research process, with prominent use of multiple data collection methods. Interviews were heavily relied on to gather data form individual involved in the implementation process as well as individuals outside the development, but having knowledge of the implementation of the system.

The central research proposition that there is partial fit between theory recommended in EIS literature and the method adopted in practice received significant support. Some processes recommended by the EIS literature were found to be adopted by the organisation while other procedures were totally ignored or different methods were adopted.

The most significant results was the style of leadership in this implementation. Sponsorship for the development process appears to have broad management based. This method seem to be successful as political support and resources are made readily available for the development process.

Data management would require significantly more support and attention from management to reduce the possibility of resistance from data providers. Management and EIS developers do not appear to recognise the signs of early resistance to the systems. Organisational resistance issues need to be addressed by the EIS developers and management to reduce the possibility of deep rooted resistance to the EIS, if not addressed.

The implications of these results are while EIS literature serves as a good starting point to develop an approach for EIS development, the implementation process have to be customised to suit the individual organisations looking to develop their executive information systems.


 
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