Abstract
The progress of an executive information system project within a manufacturing organization over a period of 9 years is described. The case study illustrates the importance of the interaction between the business environment, the organizational environment and the perceptions and interpretations of events and facts by stakeholders on the success or failure of an information system. It shows the importance of context in the development and implementation of an executive information system and the dynamic nature of the influence of social, economic and technical factors. The reasons for the initial success and the subsequent failure of the EIS within the company are explored from a contingency perspective.
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