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Develops a classification of executive information systems. (EIS). EIS implementations cluster into four distinct groups, called the 4 Cs: Conglomerate; control and monitoring; competitive and intelligence; communication and efficiency. Explores the characteristics of the classes within this taxonomy. Argues, among other things, that the objective use of EIS can be considered as a strategic management aid to top management teams.

The purpose of this paper is to provide a comprehensive literature review of prior empirical studies that have examined early intervention (EI) systems or programs in policing.

A systematic literature search of various government and academic databases (e.g. Emerald, Google Scholar, National Criminal Justice Reference Service (NCJRS), Sage, Taylor & Francis and Wiley) was conducted.

This systematic review identified eight EI studies that matched the selection criteria. Of these, two are multiagency studies and six are individual agency studies. Findings across studies are generally positive but overall relatively inconsistent with regard to EI systems' effectiveness.

Police agencies benefit in identifying and addressing at-risk officers to ensure police accountability and officer safety, health and wellness. This research is invaluable for optimizing how EI systems can use agency data for such predictions.

This state-of-the-art review on EI systems in policing is the first of its kind. EI systems have been implemented by many police agencies, yet a limited number of empirical studies have been conducted. This systematic review will be useful for researchers who wish to further explore how EI systems are utilized and whether EI systems are successful/effective.

In the past several decades, Taiwanese companies have been successful in the world market. However, knowledge about how these firms use information technology is very limited. Investigates the application of decision support systems (DSS) and executive information systems (EIS) in Taiwan. Two mail surveys were conducted to explore who used the system, where the systems were applied, what decision models were used and reasons for not using these systems. The results indicate that: more than 20 per cent of the firms already used DSS or EIS and an additional 37 per cent had plans to adopt them shortly; 87 per cent of the firms considered DSS and EIS to be important to their competitiveness; middle‐ and lower‐level managers were major DSS and EIS users; half of them used the system every day; the most troublesome problem in developing DSS/EIS was the difficulty in determining information requirements; and information aggregation and what‐if analysis were major functions for decision support. Furthermore, quantitative models were employed only in large and old companies. The most popular models included linear programming, PERT/CPM, and regression analysis, whereas the most popular domains for application were finance and production management.

Notes that, like the technology itself, almost all research in information systems originates in Western countries, particularly the USA, where conditions are very different from developing countries. In order to examine the implications of transferring information technology to the developing countries, identifies four Turkish organizations which had pioneered executive information systems (EIS). Conducts extensive interviews with both the executive users and the support staff explaining that the scarcity of EIS applications in the country required such a qualitative case‐study approach. Observes that conditions in developing countries are greatly different from those of developed countries, and the reasons for research into such differences in conditions are manifold, the maturity level of IT and the sociocultural environment being the most important aspects. Concludes that the cultural environment has very important implications for organizational and managerial practices as well as for the implementation of information technologies which attempt to provide increasingly close support to managerial decision making.

Reasonable remuneration of employee inventions is a controversial issue causing court litigations among employees and employers in many countries. The paper aims to shed light on the missing economic interpretation of the reasonable remuneration of employee inventions. Specifically, it focuses on the concept of “reasonability” at the issue.

In an empirical qualitative multiple case-study setting, the paper explores inductively Czech corporate employee inventors' remuneration systems, using typological analysis and M. Weber's interpretative theoretical construct of “ideal type.”

At the first level, reasonability is a function of multi-amount rewarding, a certain level of total remuneration and identifiable benefits being a decisive factor. Additionally, the reasonability is conceptualised as a function of two dimensions – timing/risk and benefit–reward relation. At the second level, the reasonability is interpreted as a concept balancing seven points of view: timing, materiality, equity, risk management, transparency, system costs and exactness. At the third level, the paper offers an optimal remuneration system like the one that optimises developed seven-criterion framework.

Even if analysed within one-country and nine-company context, the insights are generalisable across a broader sample of countries with statutory rules for employee inventions. Studying more cases may enrich the findings. The findings are based merely on a rational perspective and do not deal with psychological aspects of employees.

The results may be helpful for intellectual property or R&D managers in building or reorganising employee invention remuneration systems within corporations. The developed seven-criteria model can serve as a discussion framework; the suggested optimal system as a reference point. The results may serve as well to consultants, judges or other parties involved in currently growing employee–employer controversies and litigations. The analysis may fuel public policy decisions, too.

The paper brings unique and detailed empirical insights into the issue of employee inventions. It offers a complex multi-perspective (employee/employer) framework through which the reasonability can be discussed and suggests an optimal system, which can serve as a reference point.

Information technology plays a significant role in a global organization. Senior executives of these organizations need constant and timely access to global information for making decisions. This information originates in different places worldwide for a global organization and needs to be organized before it can be used for decision‐making. The organization and management of global corporate data presents unique challenges. This paper discusses the data organization and management related issues for developing a global executive information systems (EIS) for senior executives of global companies. The objective of a global EIS is to provide executives with a consistent, integrated and summarized view of operational data from subsidiaries worldwide. The global EIS also provides access to external data that is captured from different sources. The system facilitates integrating the internal and external data for effective decision‐making.

An executive information system (EIS) is a high‐reward, high‐risk project and is often developed with high expectations which end in failure. There exist significant barriers to the creation of a successful EIS. However, as more lessons are learned from previous failed attempts, many innovations have been put in place by EIS practitioners to overcome these barriers. This article presents an empirical study to find out what the significant barriers are and how best practices have been adopted to achieve a successful EIS implementation. By linking the implications of best EIS practice to TQM disciplines, a model of successful EIS implementation is proposed.

The purpose of this article is to aid in the understanding of the influence of social integration (SI) in enterprise information systems (EIS) use.

An in‐depth case study was carried out, where 40 interviews were collected along with eight informal conversations, five observations, and secondary data from a company with ten years of experience in the management and application of EIS. Informants were EIS users from top management to middle management, different‐user departments, the IT department, as well as the IT vendor.

A total of six social integration processes and three social integration mechanisms were identified that help to explain the influences of social integration in EIS use.

This research could be further extended to explore other possible social integration processes, enablers or inhibitors which could provide a more comprehensive understanding of EIS usage.

By understanding the concept of SI, practitioners should be able to provide appropriate effort, attention and action which could evolve in the process to optimize productivity and efficiency of EIS use.

The theoretical contribution of this paper is the development of a coherent conceptual social integration (SI) framework to connect the interrelationships among the three social capital dimensions proposed by Nahapiet and Ghoshal.

The purpose of this paper is to identify the success factors of open‐source software in the enterprise level. It expands the application of the information systems (IS) success model in the literature to enterprise information systems (EIS). The paper presents a simplified open‐source EIS success model by removing several constructs in the existing open‐source software models.

To test the research model, a survey questionnaire was developed based on previous studies dealing with IS success models and adapting them to the open‐source EIS context. The research instrument contained 30 items that represent seven constructs in the research model. Data were collected from 250 open‐source enterprise software end‐users. Due to its confirmatory nature, this study applied the structural equation model.

The results of the study indicate that only community service quality has a positive direct effect on open‐source EIS use, while information quality, EIS quality, and user satisfaction do not. Open‐source EIS quality has a direct positive effect on user satisfaction, which in turn has a positive effect on individual net benefits, which also positively affects organizational net benefits.

This study focused on the open‐source EIS users' perspective. Future studies could expand the scope by covering a broader open‐source EIS aspect such as motivation of its use, development processes, social dynamics in the development group, diffusion process, and the like. A longitudinal study could provide a more concrete trend of open‐source EIS use by organizations. The small sample size of this study is also a limitation.

The present research provides a practical evidence of relationships in the open‐source EIS application model. The developers in on‐line open‐source communities need to take the success factors identified in this study into account when developing open‐source EIS.

There is a paucity of empirical studies in open‐source EIS applications. The paper expends the traditional IS success model to the open‐source EIS context by collecting and analyzing data from 150 real‐world open‐source EIS users.

Executive information systems (EIS) are relatively new, Windows‐based software products which enable executives to access information easily. Historically, executives have been reluctant to use computers, principally because they did not know how and had no inclination to learn about them. Executives must have timely and accurate information to make effective decisions. EIS gives them this information by allowing them to access internal and external databases for information in a summarized form, then drill down on a specific area to see backup detail. As modern organizations reduce the workforce to implement cost‐cutting measures in a difficult economy, executives find themselves in a position of attempting to maintain or increase efficiency with fewer employees. Increasingly, they turn to technology to fill this gap, relying on various information systems including EIS.