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E-Commerce and Executive Information Systems 113 (PriceWaterhouseCoopers, 2000). Clearly this new <strong>net</strong>worked computing environment has impacted existing IS and in turn impacts an organization’s EIS. Turban et al. (2000) predict that e-commerce limitations will lessen or be overcome. Appropriate planning can minimize their impact. These researchers report that rapid progress in e-commerce is taking place. As technology improves and experience accumulates, the ratio of e-commerce benefits to costs will increase resulting in a greater rate of e-commerce adoption. [For a discussion of ecommerce in developing countries, see Worthington-Smith (2001).] Watson et al. (1997) suggest the following trends in EIS: • EIS are becoming more enterprise-wide with greater decision support capabilities; • EIS are becoming used or integrated with software not specifically designed for it, e.g., the World Wide Web technology; and • EIS are gaining in intelligence through the use of intelligent software agents. Executives place substantial requirements on EIS (Turban & Aronson, 1998). First, they often ask questions which require complex, real-time analysis for their answers. Hence, many EIS are being linked to data warehouses and are built using real time OLAP in separate multi-dimensional databases along with organizational DSS. There are also efforts to use data warehouse and OLAP engines to perform data mining (Han, 1998). Secondly, executives require systems that are easy to use, easy to learn and easy to navigate. Turban and Aronson (1998) report that current EIS generally possess these qualities. Thirdly, executives tend to have highly individual work styles. While the current generation of EIS can be moulded to the needs of the executive, it is difficult to alter the look and feel of the system or to alter the way in which the user interacts with the system. Fourthly, any IS is essentially a social system. The researchers note that one of the key elements of an EIS is the electronic mail capability it provides for members of the executive team. Nowadays, the electronic mailing of multimedia documents is becoming critical. Given this scenario, the EIS of the future will look significantly different from today’s systems. As organizations become more global in nature, providing information about international locations around the world is becoming critical to organizations’ success. The accuracy and timeliness of information for decision-making become critical. The challenge has become to find ways to integrate information across the enterprize (Ba et al., 1997). The transparency of the integration of the information process is what makes Web technology so effective. Palvia et al. (1996) investigated the types of data that executives require in two scenarios: (1) introducing a new service or product into other countries; and (2) distribution channel expansion into other countries. Most of the executive information requirements include Copyright © 2003, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited.
114 Erwin and Averweg demographic and marketing data from public sources and ‘soft’ information from personal contacts. Palvia et al. (1996) indicate that EIS can be used to provide the ‘soft’ information. Basu et al. (2000) note that traditional EIS are ‘a thing of the past’ and most organizations have moved to other types of systems, such as WIIS. However, Salmeron (2001) reports ‘a trend towards direct use of EIS by Spanish executives’. Lederer et al. (1998) report that organizations adopting WIIS indicate that the most important benefit of being on the Web is to ‘enhance competitiveness or create strategic advantage’. Given the Web’s ease of use in multiple environments and positive user perceptions, Basu et al. (2000) suggest that WIIS will be more widely adopted and diffused among organizations. They caution, however, that whether WIIS actually meet the information requirements of executives will de determined over the next five years as more organizations implement and experience these systems. Users will continue to pull and receive pushed information from the Web (Kendall & Kendall, 1999). The research by Basu et al. (2000) clearly shows that the advent of the Inter<strong>net</strong> Age and resultant Web-based technologies have significantly impacted traditional EIS in organizations in the USA. Whether such a similar EIS situation exists in organizations in South Africa is currently the focus of a research project. CONCLUSION It is important to recognize the role of the Web in decision support (Gray and Watson, 1998). Web-based technologies affect how all applications are developed and used. Gray and Watson (1998) note that many organizations are building decision support applications that have a multi-tier architecture consisting of a browser, Webserver and database. Recognizing this shift, vendors of decision support software (e.g., EIS) are making their products Web-enabled. Applications can now be accessed by browsers but still provide the capabilities long associated with decision support software (Gray & Watson, 1998). Nowadays there is a need for organizations to adapt to constantly changing business conditions. IT can enable the fast adaptation necessary to accommodate these constant and rapid changes in the business environment (Keen, 1991). It is argued by the authors that EIS, particularly those that incorporate emerging Webbased technologies such as e-commerce, can increase an organization’s ability to react to changing circumstances, quickly and flexibly. Organizations are evolving into virtual enterprises using integrated computer and communications technologies and linking hundreds, thousands, even tens of thousands of people together (Bleecker, 1994). Executives are now able to process queries that provide up to 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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viii the e-commerce’s experience
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x In the sixth chapter, Rick Gibson
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About the Authors 259 Eric Cloete B
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About the Authors 261 Technikon. He
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A absenteeism 191 accreditation 247
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low mean values 171 M management 14
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