Abstract
The acquisition and use of information are key factors in successful executive performance. Although there are various and different media that executives use to obtain information, in the last decade the academic research has emphasised computer-based systems. Inside this group of systems, we can find the Executive Information Systems (EIS), which are tools that can help executives to obtain relevant information more efficiently. Recently, EIS have been analyzed through the Technology Acceptance Model (TAM) with significant results. A deeper review of these results, the existing literature, as well as our own experience, suggest there are some factors that affect to the use of EIS indirectly or as moderating variables, instead of directly as recent studies suggest. The objective of our research is to propose a framework based on the TAM, which shows the different types of factors that affect to the Perceived Usefulness (PU) and Perceived Ease of Use (PEU) of EIS, as well as how the kind of influence of these factors on PU and PEU.
Highlights
It is assumed that efficient acquisition and use of information are key factors in successful executive performance (Mintzberg, 1973)
A deeper review of the literature and practice our own experience suggest that many of these factors affect the use of EIS indirectly or as moderate variables, instead of directly.In this context, the objective of our research is to propose a framework based on the Technology Acceptance Model where we can identify different types of factors, their relative importance, and how they affect the core variables: Perceived Usefulness and Perceived Ease of Use of Executive Information Systems
We consider that it is necessary to adapt the model introducing the influence of EIS design and of the project characteristics
Summary
It is assumed that efficient acquisition and use of information are key factors in successful executive performance (Mintzberg, 1973). In this sense, a great amount of management references point out the central role of information to make decisions and to plan strategy, and outline the informational and decisional aspects of management (Belcher & Watson, 1993; Houdeshel & Watson, 1987; Rockart & DeLong, 1988; Volonino, Watson, & Robinson, 1995). In the last decade the academic research has emphasised computer-based systems Inside this group of systems, we can find the Executive Information Systems (EIS), which are tools that can help executives to get relevant information more efficiently. One of the first papers showing the use and adoption of EIS was “The CEO goes on-line” (Rockart & Treacy, 1982), in which the authors put forward different examples of EIS used by executives
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