Influences on the IS Manager's Perceptions of Key Issues: Information Scanning and the Relationship With the CEO.

Author List: Watson, Richard T.;
MIS Quarterly, 1990, Volume 14, Issue 2, Page 217-231.
The article discusses some factors that may influence the information systems (IS) manager's perceptions of key issues. The article features a study based on data collected from 43 Australian IS managers and describes the information scanning behavior of IS executives. The study found that IS managers who have two-way communication with the chief executive officer (CEO) rate IS strategic planning as less critical and IS managers tend to scan sources that are close to the industry, and they are most influenced by their peers. The findings suggest that IS managers need to be more aware of the necessity to match the ambiguity of a message with its method of transmission and they should broaden their scanning if they wish to find new opportunities for exploiting information systems technology.
Keywords: IS management;scanning;organizational communication;key issues
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List of Topics

#85 0.205 executive information article systems presents eis executives overview computer-based scanning discusses investigation support empirical robert executive's keys richard managerial chief
#88 0.181 managers managerial manager decisions study middle use important manager's appropriate importance context organizations indicate field experience management major organizational results
#123 0.126 information strategy strategic technology management systems competitive executives role cio chief senior executive cios sis support organization officer position ceos
#116 0.086 research study influence effects literature theoretical use understanding theory using impact behavior insights examine influences mechanisms specifically context perspective findings
#78 0.071 planning strategic process management plan operational implementation critical used tactical effectiveness number identified activities years effective developed issues empirical plans
#258 0.067 information proximity message seeking perceived distance communication overload context geographic dispersed higher geographically task contexts recipient face-to-face temporal safe dyadic
#93 0.066 performance results study impact research influence effects data higher efficiency effect significantly findings impacts empirical significant suggest outcomes better positive