Executive Support Systems Research Articles

Executive Information Systems: Recent Developments and Research Imperatives

SUMMARY The reluctance of top managers to use computers themselves has become almost legendary, although there are good reasons for their apparent preference for traditional information sources and access routes. Isolated cases have shown how computer‐based executive support systems can be used by top managers when great care is taken by the system developers over data presentation and the user interface. Now, the advent of high quality commercial software means that Executive Information Systems (EIS) may become far more widespread. This paper describes the principal features of the new EIS from the executive users’ point of view and indicates those characteristics which appear to be most conducive to success. Research directions which will identify the extent and impact of EIS software on top management are identified.

Generic Expert Systems for Management Applications: The Operations Advisor and the Management Advisor

The Operations Advisor and the Management Advisor are AI-based executive decision support systems. The Operations Advisor (OA) enables managers to improve manufacturing strategy. It makes possible manufacturing policies that take full advantage of strategic interactions among capacity utilization, inventories, lead times, and unit costs. The Management Advisor (MA) values strategic business proposals (building a new plant, developing a new product, etc.). It helps managers assess the attractiveness of new business opportunities, and the impact of proposed changes in existing business policy. Artificial intelligence methodologies in the MA and the OA allow us to combine conventional analytic techniques with expert knowledge and experience. They also provide an extremely high level or user facilitation, control, and freedom from error, thus substantially improving overall business productivity. We begin with a description of the design strategy underlying these two generic AI-based management applications. Then we consider how this strategy is realized in the OA and the MA, and the productivity benefits it provides to users.

The ESS Revolution: Decision Support Software Reaches the Boardroom

A trend originating in the United States, and now migrating to Europe, is for chief executives of the larger organisations, and their close colleagues, to be provided with Executive Support Systems. These are desk‐top computers which provide an instant information overview of their companies, via numerous links with mainframes, minis, and commercial on‐line data services. Equipped with powerful analytical, planning and presentation tools, ESS systems permit senior managers to detect and investigate variances from budgets and predictions for all corporate data, and also to model hypothetical corporate scenarios in order to develop management strategy. ESS systems generally necessitate little training or computer literacy.

To the Top and Forward in Time

The work of IS managers ranges from the top to the bottom of the organization. This column reviews four books that focus on some of the IS managers' responsibilities with respect to the top of the organization; these include creating executive support systems, teaching other senior managers about the role of information in the organization, and scanning the future technological environment to prepare for changes in the way the organization does business.

Integrating Management Support Systems into Strategic Information Systems Planning

Abstract:The critical success factor (csf) methodology is extended to explicitly examine the critical assumptions underlying the csfs and to identify opportunities for investment in management information systems (mis), decision support systems (dss), and executive support systems (ess). A strategic data model is used to help coordinate investments across these types of management support systems. This extended methodology should enhance the validity of an information systems (is) planning effort because of both the scope of management support systems that are considered and the potential use of the assumptions to reassess and reexamine the soundness of the original CSFS. An actual planning engagement is used to illustrate the application of the methodology.

A support system for optimization modelling

With widespread use of executive decision support systems, the activity of modelling itself needs to be supported by a user friendly interface. This paper outlines an effort in this direction with respect to optimization modelling using linear programs. The approach is through a synthesis of a modelling language (LAMP) under development, for manipulating the structure, and a commercially available database management system for manipulating the data. Such a synthesis provides a very powerful ‘what if’ analysis capability paving the way for a new generation of modelling systems.

Management support systems for multinational business

Domestic and multinational firms face competitive pressures and must adopt strategies from a global perspective in order to gain and hold competitive advantages. Information technology offers the crucial resource for supporting global strategy formulation activities. This paper describes the characteristics and fundamental requirements of management support systems for multinational business strategies and operations. Aspects of data support, decision support, and executive support systems for multinational businesses are described, along with illustrations of the application of information technology in an international business environment. Business that have taken the lead in the use of information technology in managing multinational business are already reaping strategic and competitive advantages. These are the firms that are most likely to be the hardy survivors in a global environment that is becoming increasingly competitive.