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E-Commerce and Executive Information Systems 109 • globalization; and • better technological alternatives were becoming universally known. Some studies suggest that others should access EIS besides executive users (see Hasan, 1995; Volonino et al., 1995; Rai & Bajwa, 1997). These researchers suggest that EIS should be viewed as technology to be used to solve major business problems arising from global competitive and recessionary forces. Salmeron (2001) notes EIS as the technology for information delivery for all business end users. Kennedy (1995), and Messina and Sanjay (1995) report that EIS have spread throughout organizations. The non-executive users or data providers include personnel from functional areas that include treasurers, accounting managers and controllers. It is evident that EIS requires continuous input from three different stakeholder groups (known as constituencies): • EIS executives and business end-users; • EIS providers (ie. persons responsible for developing and maintaining the EIS); and • EIS vendors or consultants. This multiple constituency approach has been used to investigate other types of IS (see, for example, Hamilton & Chervany, 1981; Alavi, 1982; Hogue & Watson, 1985; Watson et al., 1987). Rainer and Watson (1995b) suggest that these three EIS stakeholder groups may have different ideas on factors affecting successful EIS development and operation. EIS flexibility should be considered in the development of an EIS in an organization (Srivihok, 1998). Salmeron (2001) reports that if this were not so, EIS would soon become a useless tool that would only deal with outdated problems and would therefore not contribute to decision-making. EIS should be flexible to support different classes of business data (e.g., external, internal, structured and unstructured) and different levels of users (e.g., executives and non-executive users). Turban et al. (1999) report that two types of EIS can be distinguished: (1) The one designed especially to support top executives; and (2) The EIS that is intended to serve a wider community of users. Realizing the benefits from EIS, these users become the driving force behind EIS development and implementation (Messina & Sanjay, 1995). With the emergence of global IT, existing paradigms are being altered which are spawning new considerations for successful IT implementation (Averweg & Erwin, 2000). Web-based technologies, especially e-commerce, are causing a revisit to existing IT implementation models, including EIS. The Web is ‘a perfect medium’ for Copyright © 2003, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited.
110 Erwin and Averweg deploying decision support and EIS capabilities on a global basis (Turban et al., 1999). IT is a catalyst for fundamental changes in the structure, operations and management of organizations (Dertouzos, 1997). Wreden (1997) reports that IT capabilities support five business objectives: improving productivity (in 51% of organizations), reducing cost (39%), improving decision-making (36%), enhancing customer relationships (33%) and developing new strategic applications (33%). Elliott (1992) notes that EIS use enables more analysis in decision-making, faster problem identification and faster decision-making. Executives who use EIS most frequently should notice the greatest increase in their decision-making speed (Leidner & Elam, 1993). Leidner and Elam (1993) report that frequency of EIS use and length of time of use are both significantly associated with an executive’s decision-making process. With the evolution of distributed computer technology, paved by the rapid adoption of Web technology, there is a growing need for improved decisionmaking at any time, anywhere and with any participants. Digital communication requires a new business paradigm: being able to join and use any type of business system any time, anywhere (Worthington-Smith, 2000). This is a real business problem and is especially relevant to EIS. Palvia et al. (1996) argue that organizations need to incorporate a global dimension in the design of their EIS. These researchers suggest that such global EIS will incorporate international information that will be critical to executives of multinational and global organizations in order for them to conduct business and compete globally. E-commerce is changing the manner in which business is done, especially when facilitated by appropriate support systems (Turban & Aronson, 1998). Turban and Aronson (1998) note that the decision support of groups whose members are at different locations has become an increasingly important topic because of the increased emphasis on workgroups and teams. The computing environment is rapidly changing to a global network and the Internet (World Wide Web) is the enabling link of accessing information anywhere and at any time. There is an increasing use of teams and teamwork in organizations (see, for example, Navarro, 1992; Roberts, 1995). The major feature of networked decision support is the use of several computers and databases connected by networks (Turban & Aronson, 1998). When people are working in teams (especially when the members are in different locations and may be working at different times), they need to communicate, collaborate and access a diverse set of information sources in multiple forms (e.g., text, video, graphics and voice). Turban and Aronson (1998) indicate that the major information architecture that supports this distributed decision support environment consists of the Internet and intranets. 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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