Peter A. O'Donnell

Executive information systems development in an emerging economy

This paper addresses executive information systems (EIS) development in an emerging economy. In particular, it examines EIS development in Thailand, a nation that is more representative of the majority of emerging economies in the South East Asian region than the four Asian Tigers (Singapore, Hong Kong, Taiwan and South Korea). Case studies of the development of four systems in large Thai organizations are presented. The analysis of the cases and their comparison to a benchmark study gives rise to the concept of EIS cultural fit, a concept that adds to our understanding of the reasons for the success and failure of EIS projects in emerging economies. The cases also raise questions about using outsourcing as a development strategy for EIS in emerging economies.

A note on an experimental study of DSS and forecasting exponential growth

Many managers need to make forecasts of variables that are growing rapidly. Business variables that increase or decrease exponentially are common in turbulent and complex markets, and misjudging the exponential nature of these variables in an important decision could have major adverse consequences for an organization. This paper reports on an experiment that investigated the use of DSS in an exponential decision task. It found that the use of a simple DSS significantly improved decision performance. This study forms the start of a series of investigations into DSS and complexity.

Organisational transformation through Business Intelligence: theory, the vendor perspective and a research agenda

Business Intelligence (BI) vendors have often asserted that the use of their tools can lead to organisational transformation. This paper compares the vendor literature on the topic with two management theories. The results of a content analysis of the vendor literature are presented, followed by an overview of dynamic capability theory and absorptive capacity. This comparison shows that the BI vendor literature treats transformation in a simplistic and narrow way. The paper argues for greater engagement between academia, BI vendors and BI customers, and outlines a research agenda for further work.

Executive information systems development in Thailand

This paper examines EIS development in Thailand. Thailand is a newly industrialised country, typical of other developing countries. First, the paper discusses the nature of the Thai economic and political systems. Four case studies are explored to examine how EIS are developed and to explore the influence of the economic and political environment on EIS development. Only one of the four systems examined can be considered highly successful. The factors behind EIS success and failure in a developing country are discussed. The paper concludes by suggesting that to develop an EIS successfully in a developing country and evolutionary approach with strong user participation should be followed. It is also suggested that outsourcing EIS development to foreign consultants is unlikely to be successful.

A case study of EIS development by an experienced EIS developer

This paper describes the development of an EIS in an Australian-based subsidiary of a multinational firm. The EIS development team was lead by an experienced EIS developer seconded from the U.S.-based parent company. The structure of the EIS team and the nature of the system development process are described. Many of the problems that are normally confronted by EIS developers were avoided by the EIS team. The leader of this team was able to use his experience to ensure the smooth progression of the system development effort. The system is now the official management information source in the organisation. A survey of the system’s users confirmed that the users find the system useful and the EIS team responsive to their needs.