Executive Support Systems Research Articles

Comparative Study of Management Information Systems in Cement Companies in Southeast Nigeria, South Sulawesi, Kenya

This study explores the impact of Management Information Systems (MIS) and technological innovations on the performance of cement manufacturing firms in Southeast Nigeria, South Sulawesi, and Kenya. This study examines the use of management information systems in the cement industries of Southeast Nigeria, South Sulawesi, and Kenya using a literature review methodology. Through a comprehensive literature review of three key journals, the findings reveal a significant positive correlation between the use of decision support systems, transaction processing systems, and executive support systems, and the enhancement of corporate performance. In Southeast Nigeria, these systems increased firm performance by 0.321, 0.496, and 0.501 respectively. Impact of information technology on agency capacity in the cement industry in South Sulawesi. The effect of information technology on body skills is 0.267 and p-value 0.025, it has a significant effect on the statement, which proves that information technology has a direct effect on the body. They have the ability to support movement. In Kenya, the adoption of strategic and technological innovations notably improved sales volumes, operational efficiency, and cost reduction, with a mean aggregate score of 4.12 from surveyed department heads. The findings underscore the importance of strategic innovations tailored to specific industry needs and the necessity of training programs to equip employees with essential technical skills. This research provides actionable insights for cement firms aiming to enhance their competitive edge and achieve sustainable growth in a dynamic global market.

Determination of Management Decision Quality: Integration, Effectiveness, Development of Management Information Systems

The Influence of Integration, Effectiveness and Development on the Quality of Management Decisions is a scientific article in a literature study that aims to build a research hypothesis on the influence of variables to be used in further research, within the scope of Executive Support Systems For Business. The method of writing this article is the library research method, which is sourced from online media such as Google Scholar, Mendeley and other academic online media. The results of this article are that: 1) Integration has an effect on the Quality of Management Decisions; 2) Effectiveness influences the Quality of Management Decisions; and 3) Development influences the Quality of Management Decisions.

Sistem Informasi Eksekutif Data Pengembangan Pada Pusat Pengembangan Anak (PPA MDC)

Executive Information Systems are referred to as executive support systems. This system is an information system that provides flexible facilities for executives in accessing external and internal information that is useful for identifying problems. The system that runs at the Indonesian Compassion Foundation (YCI) in managing child development still collects data using Microsoft Word and Microsoft Excel so that school administration is still having difficulty inputting data relating to child development management. Based on the existing problems, to get maximum results, the authors designed a web-based computerized executive information system and used databases as child development data storage to reduce the difficulty of collecting data related to child development so that later they can produce reports effectively and efficiently.

Moulding information systems components and agitations for the adoption of enterprise application architecture for supply chain management

Background: The components of information systems (ISCs) have become a critical factor in the adoption of enterprise application architecture (EAA) for supply chain management (SCM) within small and medium enterprises (SMEs) when used reciprocally with competent capital formation, mainframe and personal computers, application software systems, and information technology expert. The current study examined information systems components (ISCs) as they were used in the adoption of EAA in SMEs, scrutinised the Theory of Planned Behavior, and systematic literature review.Objective: This paper seeks to contribute to the fundamental aspects of ISCs that influence the adoption of EAA for SCM in small and medium enterprises (SMSs) in South Africa, located in Limpopo Province of Capricorn District Municipality.Methodology: A quantitative survey presented both diagnostic tests and data analysis as that of the methodological modus operandi. Descriptive data analysis generated Pearson’s correlation and coefficient, along with analysis of variance (ANOVA) and linear regression. Data was collected through stratified random sampling of SME owners and managers.Results: The most substantial results indicate that ISCs should be integrated with transactional support systems (TSSs), management information systems (MISs), information systems governance (ISG), decision support systems (DSSs), executive support systems (ESSs), knowledge management systems (KMSs), and web application architecture (WAA) to predict EAA acceptance.Conclusion: This article described the greatest possible direction for considering ISCs when planning to integrate EAA adoption. Furthermore, the research results provide a preliminary overview and analysis of the results that support the alternative hypothesis that ISCs influence SCM adoption and implementation of EAA in SMEs.

Development of Executive Functions and Support Systems for Student Teachers in Thailand

This study aims to investigate the development of executive functions (EFs) for pre-service teachers, their issues during teaching practice, and their motivations for entering the teaching profession. EF self-assessment questionnaires, logbooks, structured in-depth interviews, and support system evaluation forms were used to collect the data. The theory has suggested that school field experiences are particularly effective in student teacher development at the grade level. This study demonstrated a positive association between student teachers’ EFs using four years of data from 45 pre-service teachers participating in teacher preparation programs. Fifteen pre-service teachers attending the fifth year of their teacher education program at a university in Thailand. This longitudinal study used four years (during 2017-2020) of data.

The Impact of Information Technology on Business Transformation in the Operating Telecommunications Companies in Jordan

The study aims at measuring the effects of information technology on the transformation of businesses in communication companies in Jordan. The study population consisted of companies' directors as well as their deputies, assistants, advisors, in addition to department managers and their assistants. The total number of the study subjects is 3 designated communication companies in Jordan; these are: Zain, Umniah, and Orange. To achieve the aim of the study, the researcher had prepared a questionnaire which comprises of 45 items covering the three factors of the independent variable (Information Technology): infrastructure, developmental environment, and executive support systems and applications, as well as the three factors of the dependent variable (Transformation of Businesses): operations, organization change, and workers' competence. In order to test the hypotheses, the following three criteria were adequately used: The Medians, the Standard Deviations, as well as the Regression Analysis. The study has reached a number of results; the most notable amongst these results is that there is a positive effect that is statistically significant of information technology on the elements of business transformation in Jordanian communication companies and all of their relating elements. The last decade of the twentieth century and the turn of twenty-first century witnessed significant progress in technology in general and information technology and communication in particular. Such progress still continues until today, accelerating with wide quick strides more than ever. This age has produced many mechanisms for manufacturing knowledge and more advanced technological means that have made the globe as a small village. Communication technology, which is represented by the internet, has played a huge rule in transferring information and technological revolution from the north to the south passing by the east and the west at the same time. All of that have had an impact on all political, economic, educational, teaching, social, media, and advertisement systems in all communities. The term technology is derived from Greek. It consists of two parts, techno, which means skills or art, and logy, which means science or study. Thus, the word technology means the science of performance, science of implementation, or the technical methods to achieve a practical purpose, the science of industrial operation.

Decision Support System Methods: A Review

The current information system is the backbone of most companies or agencies. Currently there are various types of information systems including "transaction processing systems (TPS), office automation systems (OAS), knowledge work systems (KWS), management information systems (MIS), decision support systems (DSS), expert systems, groups decision support systems (GDSS), computer support collaborative work systems (CSCW), and executive support systems (ESS) ". Of the various types of information systems that are currently available decision support systems are widely used as aids in making decisions. For this reason, in this study, a study was conducted with a method that can be used in a decision support system. From the study conducted there are three decision support system methods that are often used, namely simple additive weighting (SAW), analytic hierarchy process (AHP), and simple multi attribute rating technique (SMART). The third method is a method that has a weighting value and criteria in the calculation process

A Study of Value Addition by Information Systems to a Service Providing Business at the Meteorological Services Department in Zimbabwe

Many companies are using only a portion of what is needed in terms of Information Technologies (IT) and this has caused the researcher to study how best MSD can effectively utilize Management Information Systems (MIS). The objective that directed the study was to investigate value addition by information systems to a service providing business with specific reference to the weather station in Zimbabwe (Meteorological Services Department). Knowing the value added by MIS to one’s business and working environment is key to cope with the ever increasing challenges such as the volume of information resources, nature and quality of information, user needs and expectations, information and communication technology competencies and infrastructure, inflated cost of information resources and staffing needs. The researcher studied how information systems add value to the daily business of Meteorological Services Department (MSD) in the following areas of the organisation processes: products, quality, management, problem solving and decision of the organisation. The study on value addition by management information systems will assist in the improvement of the MSD in Zimbabwe. The study used a multistage sampling process for drawing sample from the target population. Secondary and primary data collection methods were used for data collection purposes. The source for primary data was questionnaire. Five different types of Management Information Systems that add value to the MSD were identified; Management Information Systems, Office Automation Systems, Executive Support Systems, Expert Systems, Decision Support System and Transaction Processing System. From the findings it was concluded that management information systems add value by allowing valid decisions which provide accurate and up-to-date information and performing analytic functions. This study demonstrated the importance of information systems in an organisation and outlined the fundamental roles of Information Systems (IS) which are to support business processes and operation, support decision making by employees and managers and support strategies for competitive advantage.

A Study of Value Addition by Information Systems to a Service Providing Business at the Meteorological Services Department in Zimbabwe

Many companies are using only a portion of what is needed in terms of Information Technologies (IT) and this has caused the researcher to study how best MSD can effectively utilize Management Information Systems (MIS). The objective that directed the study was to investigate value addition by information systems to a service providing business with specific reference to the weather station in Zimbabwe (Meteorological Services Department). Knowing the value added by MIS to one’s business and working environment is key to cope with the ever increasing challenges such as the volume of information resources, nature and quality of information, user needs and expectations, information and communication technology competencies and infrastructure, inflated cost of information resources and staffing needs. The researcher studied how information systems add value to the daily business of Meteorological Services Department (MSD) in the following areas of the organisation processes: products, quality, management, problem solving and decision of the organisation. The study on value addition by management information systems will assist in the improvement of the MSD in Zimbabwe.
 The study used a multistage sampling process for drawing sample from the target population. Secondary and primary data collection methods were used for data collection purposes. The source for primary data was questionnaire. Five different types of Management Information Systems that add value to the MSD were identified; Management Information Systems, Office Automation Systems, Executive Support Systems, Expert Systems, Decision Support System and Transaction Processing System. From the findings it was concluded that management information systems add value by allowing valid decisions which provide accurate and up-to-date information and performing analytic functions.
 This study demonstrated the importance of information systems in an organisation and outlined the fundamental roles of Information Systems (IS) which are to support business processes and operation, support decision making by employees and managers and support strategies for competitive advantage.
 
 

Exploring Enterprise Social Systems & Organisational Change: Implementation in a Digital Age

Information systems (IS), since their introduction into organisations over five decades ago, have promised to streamline business processes, integrate disparate systems, increase innovation, and offer greater competitive advantage. Over the past decades, the evolution of Information Systems have mirrored many of the challenges experienced by our work organisations. For example, throughout the 1980s a primary concern for many organisations was the attainment of competitive advantage within their respective industries (Porter, 1980). The IS field responded by developing systems that sought to provide management with timely information to assist in making better strategic decisions, e.g. executive support and decision support systems. In the 1990s, organisations began to look inwards searching for key strategic resources that would yield unique core competencies (Barney, 1991). Similarly, the IS field responded by building highly integrative enterprise-wide systems (Davenport, 1998), which would unite every pillar of the organisation with a single transparent view of firm competencies and business processes, viz Enterprise Systems. The first decade of the 21st century continued in this vein, with organisations extending their global reach through new and innovative business models (Johnson et al, 2008). Similarly, IS have responded with the emergence of digital technologies and their continued growth as transformative organisational systems enabling boundary-less corporate structures, 24/7 real-time customer-centric communication, collaborative supply chain environments, and virtual IS infrastructures delivered via cloud computing.

Proactive Vision for Strategy Making

Strategy makers have expressed the need for computer support systems, which they can readily use to monitor, diagnose, analyze and synthesize the current performance of their organization and estimate its future potential, direction and performance. The computer software industry has attempted to meet this demand for many years; however, in this context, the computer-based executive support and decision support systems developed so far have provided only partial solutions. These systems have supported either specific processes or specific activities. They have not provided executives with the kind of support that would enable them to acquire a holistic understanding of the constructs, concepts, variables, specific issues, and also the relations and interrelationships that must be monitored and mastered in strategic planning and implementation. In this paper, we present a new way to analyze the current and future states of company strategy. We have used the Continuous Strategy ontology as a basic construct that incorporates many current strategic constructs, concepts, and ideas, culminating in an application that contains an ontology in which we have fixed linguistic statements. Through these statements, users can analyze the current strategic situation as well as future possible improvements to the current strategy. The system operates on the Internet and this is the first prototype application constructed for this purpose. The first test runs are only to demonstrate the ideas. In the future, this application will be tested in real strategy work in business life.

A taxonomy for decision support capabilities of enterprise content management systems

Enterprise content management (ECM) systems are implemented in many organizations to deal with the complexity of the structured and unstructured organizational data. The little available ECM literature shows that many organizations using ECM focus on short-term benefits while strategic decision-making benefits are rarely considered. Although the relationship between the use of ECM and decision support (DS) is investigated recently, there is scarcity in research that investigates the categories of DS capabilities that ECM systems may have. The objective of this paper is to determine whether ECM systems can have the DS capabilities of four categories of decision support systems, namely classic decision support systems (DSS), executive information systems (EIS), expert systems (ES), and group decision support systems (GDSS). The findings indicate that ECM systems can have all decision support capabilities of classic DSS, EIS, and ES. However, ECM systems can have only a portion of decision support capabilities of GDSS.

An Empirical Study of Major Determinants for Successful ESS Usage

In order to succeed in the present context of global competitiveness, corporate executives are realizing the importance of accurate and timely information for efficient and effective operations of organizations. In general, Executive Support Systems (ESS) can help corporate executives access and use the information they require about the organization's internal and external environments, such as corporate key performance indicators, competitors, suppliers, customers, etc. The ESS are becoming more enterprise-wide with greater decision support capabilities and will actually thrive in the next decade. With recognizing such potential and importance of ESS support for executives, this study systematically investigates important factors influencing ESS usage and the relationships between these factors. Among a total of 14 hypotheses, eight are statistically supported. The results show that intra- and extra-organizational support and perceived attributes of the ESS are significant antecedents of ESS usage. In addition, the results on mediating effects show that computer experience and computer self-efficacy influence the ESS usage indirectly through perceived attributes of the system. Other six hypotheses are not statistically supported. The findings of the study contribute to a better understanding of the factors that promote ESS usage and have important implications for the management of information systems.

Creating an Excel‐based executive support system

AbstractExecutive support systems (ESS) are designed to give top executives vital information for their work as high‐level managers. The author gives step‐by‐step instructions for creating a spreadsheet‐based ESS for financial officers and accountants. © 2004 Wiley Periodicals, Inc.

Expert versus novice use of the executive support systems: an empirical study

Expertise is essential in problem solving, particularly for executives. Much literature indicates that, in solving daily problems, executives may employ both analytical thinking and intuition. To develop skills and apply intuition, company executives require the use of support devices such as executive support systems (ESS), but their value may differ substantially between experts and novices. Previous research has failed to address the effects of expertise on ESS use. Therefore, this study examines how professionals use them to address business-oriented tasks. The professionals studied were divided into two groups, depending on whether they were experts or novices in the business represented by those tasks. The findings of the experiments show that computer self-efficacy strongly influenced the use of ESS. Moreover, experts felt that the ESS was of greater use when more powerful systems were employed, while the difference for novices between more and less powerful systems was insignificant. Finally, experts rated their user information satisfaction score significantly higher when employing more powerful systems. However, novices rated systems significantly higher only when they cognitively fit the performed task. Implications are discussed.

Impact of national culture on information technology usage behaviour: An exploratory study of decision making in Korea and the USA

The globalization of world markets has led to the introduction of information technology, most often developed in western cultures, to other societies. Cultural values were embedded in the design and use of these technologies. Often, the receiving society did not embrace the technology because of culture. Examples of such behaviour include executive information systems and group decision support systems, which are cited later. This study examines the use of non-specific applications of information technology for organizational decision making. A survey instrument was developed to measure decision makers' perceptions of the impact of information technology on the decision process. Decision makers in Korea and the USA indicated their perceptions of the extent information technology use impacted their decision making activities. The results indicated some behaviours appeared to change to take advantage of the technology, while others, particularly those associated with the cultural preference for communication, did not.

Effect of computer self‐efficacy on the use of executive support systems

Computer self‐efficacy (CSE) is generally considered to have a positive effect on information systems use. Its effect on using executive support systems (ESS), however, has not been studied. This research elucidates the effect of CSE on ESS use by undertaking a field study on a group of 16 executives in the construction industry. The results indicate that executives with a lower CSE prefer more powerful systems (i.e. ESS with both analytical and intuitive tools). Executives with a higher CSE, on the other hand, prefer systems consisting of tools that can cognitively fit the task they perform. Implications for future application and research are discussed.

Supporting managerial intelligence tactics through information technology

What tactics do managers use to identify emerging problems and opportunities? What are the impacts of information technology on the problem finding process? This study investigated the use of computer-based information and communications support in 90 problem and opportunity finding episodes within the banking industry. The technology permitted managers to use multiple stimuli and multiple problem finding tactics to identify emerging problems or opportunities. Furthermore, information technology allowed managers to use data external to the organisation to identify problems and opportunities. Managers were eight times more likely to use transaction-based processing systems and management information systems than decision support and executive support systems to identify problems and opportunities. Information technology tools supported problem finding by providing: (1) data to identify significant deviations from historical performance, budgets, or industry norms, and (2) timely communication among branch managers including uncovering potential criminal activity. The paper concludes with suggestions to enhance managerial intelligence activities through IS planning and possible research extensions.

An empirical analysis of the association between the use of executive support systems and perceived organizational competitiveness

A synthesis of management control theory suggests four major categories of use for management information: (1) score keeping, (2) improving individual understanding, (3) focusing organizational attention and learning, and (4) legitimizing decisions. A field study was undertaken to determine if these uses form a robust typology for classifying executive use of management information, and how useful each is perceived to be in enabling organizations’ competitiveness. The results of the study indicate that different uses have substantively different effects on perceptions of whether or not competitiveness is enabled. The study lends credence to the position that control and power, to a large extent, drive the perceptions of benefits associated with using management information in organizations.

Managerial intuition and the development of executive support systems

Managerial intuition is a well-recognized cognitive ability but still poorly understood for the purpose of developing effective Executive Support Systems (ESS). This paper reviews research on cognition involved in intuition. The review shows that, in everyday decision making, executives are not passive choice makers but are active sensemakers who rely on perception, action, and imaginistic reasoning to arrive at solutions to problems. The combination of these cognitive resources appears to be seamless. Furthermore, the knowledge needed for problem solving is distributed between the manager's mind and the surrounding world. As a result, managers' intuition can be effective in handling dynamic, ill-structured problem situations. To develop an ESS that fits this perception–action ecology of the manager's life in a hectic world, we must go beyond the emphasis of the tasks' functionalities. The author proposes an ecological model of managerial intuition and recommends methodologies that focus the analysis on the interplay between the manager and their environment. He also suggests guidelines to improve the ESS development such that the powerful intuition of managers and the analytic capability of the computer may be combined.