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E-Commerce and Executive Information Systems 107 • enhanced relational and multi-dimensional analysis and presentation, friendly data access, user-friendly graphical interfaces, imaging, hypertext, intranet access, Internet access and modelling (Turban et al., 1999). The terms ‘Executive Information Systems’ and ‘Executive Support Systems (ESS)’ are sometimes used interchangeably (Turban et al., 1999). However, ESS usually refers to a system with a more extensive set of capabilities than an EIS (Mallach, 1994). Rainer and Watson (1995a) and Watson et al. (1991) report that these capabilities include the provision of data analysis capabilities (eg., spreadsheets, query languages and DSS) and the provision of organizational tools (eg., electronic calendars, personal information filing and management) (Beheshti, 1995). Kuo (1998) proposes an ecological model of managerial intuition for the purpose of developing effective ESS. Turban et al. (1999) define ESS as ‘a comprehensive support system that goes beyond EIS to include analysis support, communications, office automation, and intelligence’. Other titles for EIS are ‘Everyone’s Information System’ (Wheeler et al., 1993), ‘everyone information system’ (Frolick & Robichaux, 1995), ‘enterprisewide’ EIS (Frolick & Robichaux, 1995) and ‘Enterprise Information Systems’ (Post & Anderson, 1997; O’Brien, 1999). O’Brien (1999) states that (the evolution of various) names reflect the fact that more features, such as Web browsing, electronic mail and groupware tools, are being added to many systems to make them more useful to executive managers. Turban et al. (1999) report that sometimes where EIS applications embrace a range of products targeted to support professional decision-makers throughout the organization, the term ‘Everybody’s Information System’ is used. For the purposes of this chapter, the acronym EIS shall mean “ExecutiveInformation Systems.” ISSUES FOR E-COMMERCE AND EIS Clearly, the Internet offers a wealth of new opportunities for e-commerce, but also presents executives with a series of new challenges (Laudon & Laudon, 2000). These challenges stem from the fact that Internet technology and its business functions are relatively new. It is commonly argued that IT affects the organization structure and strategy and has a profound effect on management (Drucker, 1988; Leavitt & Whistler, 1988). It alters the nature of work in the workplace (Igbaria et al., 1994). The Internet has fundamentally changed the ways in which much of the world communicates and does business (Hardaker, 2001). EIS can help managers keep information of relevance to the organization’s success within easy access (Beheshti, Copyright © 2003, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited.
108 Erwin and Averweg 1995). For organizations to succeed in the current business environment, it is important to develop policies to create an environment conducive to technological innovation (Basu et al., 2000). This entails the need to prioritize available resources to facilitate the development of implementation of new ideas and technologies (Lai et al., 1993). The continued challenge remains in terms of ensuring adaptability and flexibility of information interfaces - both internally and externally - required for coping with dynamically changing business and competitive environments (Malhotra, 2001). As Mintzberg (1973) noted three decades ago, a manager performs several roles in which the exchange and access to information is a critical aspect. Executives (as most people) nowadays have an increased computing literacy and can confidently locate online information due to extensive personal use of the Web - a knowledge that is transferred to their business setting (Basu et al., 2000). In research by Basu et al. (2000), traditional EIS saw limited diffusion within the organization from the late 1980s to early or mid-1990s. In some instances, only a few executives actually used the system. In other instances, more users were logged but only on a small percentage of the system’s functions. The primary reasons cited were that the system was too hard to use or had little added value for the executive. Actual benefits were not aligned with high development costs. During this period, globalization was increasing the expanse of business along with the need for more collaboration and communication. Concurrent with these conditions, Internet technologies began to emerge. Once the infrastructure for Internet access existed, it was a small step to apply the technology to internal applications. Nowadays, executives can confidently locate online information due to extensive personal use of the Web. Furthermore vendors of decision support software see a larger market for products that provide OLAP, spreadsheet-type capabilities and Web-based solutions (Gray & Watson, 1998). With the demise of early EIS, in the early to mid-1990s some organizations surveyed (Basu et al., 2000) consciously discontinued these systems after conducting some level of value-based analysis. Other organizations gradually migrated to intranet applications such as groupware, database querying, electronic calendars and scheduling. All organizations have browser-based intranets. The Web browser has become ‘an almost universal interface’ for end-user access (Gray & Watson, 1998). In summary, the catalysts of change away from traditional EIS implementations were as follows: • systems difficult to use; • high costs compared to value added; • lack of needed information; • dissatisfied executives; Copyright © 2003, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited.
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Acquisition Editor: Mehdi Khosrow-P
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The Economic and Social Impacts of
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vi Preface E-commerce is not new, t
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About the Authors 259 Eric Cloete B
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A absenteeism 191 accreditation 247
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