An increasing number of organizations are recognizing the strategic significance of their information technology (IT) resources. A process by which emerging information technologies may be effectively identified and evaluated is rapidly becoming a necessity. This process may be accomplished through scanning the external IT environment. Based on the strategic emphasis given to IT resources, organizations may be classified as exploiter/innovator (El), competitor/early adopter (CEA), or participant/effective efficient follower (PEEF). This study uses data from 131 top information systems managers to examine differences in the three types of organizations across a number of issues concerning the process of scanning the external IT environment. These issues include: (1) the objectives of scanning the external IT environment; (2) the methods of scanning the external IT environment; (3) the existence of separate units dedicated to IT scanning; (4) the level of IT scanning intensity; (5) the sources of information used for IT scanning; and (6) the level of top management involvement with IT scanning.
Executive information systems (EIS) are high-risk/high-return systems, largely because the clientele these systems serve are not only influential in the firm, but have information needs that are very difficult to provide through computer-based information systems. As a result, it is important to understand the keys to successful EN development and ongoing operation. This two-phase study first interviewed executives, EIS professionals, and vendors and consultants to elicit keys to success. The findings of the first phase rank-ordered the keys to successful EIS development and the keys to successful ongoing EIS operation. The first phase also indicated differences among the constituencies regarding the relative importance of the keys. The second phase of the research surveyed a large sample of EIS professionals to further examine the keys obtained from the interviews. These findings showed underlying dimensions of the two sets of keys, which in turn were used to produce a model of successful EIS development and operation. These factors also provided evidence to support and integrate the existing literature on information systems success.
Using survey data from 776 knowledge workers from a university, this exploratory study generates and tests eight propositions concerning the relationship between individual differences and computer skill. A multiple regression analysis showed that the male gender, younger age, more experience with computers, an attitude of confidence regarding computers, lower math anxiety, and a creative cognitive style are individual difference variables associated with higher computer skill. The regression also indicated that the individual difference variables accounted for 56 percent of the variance associated with computer skill. These findings suggest that organizations should manage EUC using two complementary processes: a global process and an individual process. The global or organizationwide process would be responsible for areas such as standards, controls, and security. The individual process would address issues such as education and training, selection and recruitment, and the introduction of new technology into the workplace.